Organizational‐development Research Interventions

Coghlan, David; Shani, Abraham B.

doi:10.1002/9781118326404.ch21

Cited by 11 publications

(8 citation statements)

References 62 publications

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“…As we discovered the similarities and complementarity between lean and action learning, as described in this paper, an opportunity for integration emerged. Guided by Coghlan and Coughlan (2023), our theorising had three characteristics:…”

Section: Future Researchmentioning

confidence: 99%

Lean and action learning: towards an integrated theory?

Saabye

Powell

Coughlan

2023

IJOPM

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PurposeBeing acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In this conceptual paper, this study aims to advance the theoretical understanding of lean by exploring the complementarity of lean thinking and action learning leading to a proposed integrated theory of these two research streams. Target audience is the operations management research community.Design/methodology/approachBy deliberately adopting a process of theorising, this paper explores, reflects upon and combines individual experiences of researching, teaching and engaging in lean and action learning as operations management scholars.FindingsHaving taken a gemba walk through the literature and practices of lean and action learning, this study views and notices a systematic and complementary relationship between the two domains. The overlapping theoretical and practical complementarities of lean and action learning suggest that these two research streams are ripe for synthesis into an integrated theory. This finding provides an opportunity to (1) progress towards an integrative design of interventions leading to more sustainable lean system adoptions and (2) add new depth to our theoretical explanation of the success and failures of lean system adoptions.Originality/valueThis paper contributes an original integrated theory perspective on lean and action learning.

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Section: Future Researchmentioning

confidence: 99%

Lean and action learning: towards an integrated theory?

Saabye

Powell

Coughlan

2023

IJOPM

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“…Underpinning the engagement in the collaborative inquiry process is the reflexivity or interiority of the participants. Interiority is the process whereby people attend to the cognitional operations within themselves, that is, the data of consciousness (Coghlan, 2017). This is a personal process in which people can catch themselves in the act of knowing and bring it into their conscious awareness (Shani & Coghlan, 2021b).…”

Section: Collaborative Inquiry: An Overarching Frameworkmentioning

confidence: 99%

Collaborative Inquiry for Change and Changing: Advances in Science-Practice Transformations

Shani,

Coghlan,

Paine

et al. 2023

The Journal of Applied Behavioral Science

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The overall context of this special issue is that in this volatile, unpredictable, complex, and ambiguous contemporary world, collaboration between researchers of different disciplines, between researchers and practitioners, and between institutions is imperative. This special issue presents seven papers with different approaches to collaborative inquiry. Each one provides a perspective of the way collaborative inquiry can address multilevel, multistakeholder, and longitudinal change in the current dynamic and constantly changing environment in which organizations reside. Taken together, the contributions in this volume make a powerful statement concerning the emerging significance of the collaborative inquiry paradigm and its potential future.

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“…The socio-technical systems (STS) approach for developing organisational strategies has been widely applied (Coghlan and Shani, 2013; Murphy et al. , 2018), and underpins this research.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…The socio-technical systems (STS) approach for developing organisational strategies has been widely applied (Coghlan and Shani, 2013;Murphy et al, 2018), and underpins this research. A STS model that includes the interplay of a people, systems and tools (PST) framework (Whiteoak, 2020) shown in Figure 1 is applied.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

The leadership challenge of increasing productivity in the workplace without increasing burnout risk

Whiteoak

Abell

Becker

2023

LODJ

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PurposeThis paper aims to examine the critical question of how to increase productivity without also increasing the burnout risk. A systems thinking framework was applied to explore individual perceptions of team dynamics and how they relate to morale, work–life balance (WLB) and hours worked.Design/methodology/approachUsing an online survey, data from 1,222 Australian workers were analysed using hierarchical multiple regression and principal components analysis (PCA).FindingsSelf-reported productivity was found to be predicted by engagement whereas burnout and morale had minimal impact. Burnout risk was not related to hours worked but was reduced when WLB, quality work and trust is higher. Co-worker effort impacted morale and a factor labelled as team “sense of accomplishment” (SoA) was identified.Research limitations/implicationsThe results of this research have limited generalisability to wider populations due to sampling methods, being conducted in the Australian context and respondents coming from a diverse range of occupations. The sample being skewed towards younger age groups and the acknowledged use of single-item measures may also restrict drawing broader conclusions from the results.Originality/valueA socio-technical systems thinking model to diagnose the link between workplace burnout and productivity is applied. The approach involved understanding the importance of trust and how the connection between people and systems can influence morale.

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Organizational‐development Research Interventions

Cited by 11 publications

References 62 publications

Lean and action learning: towards an integrated theory?

Lean and action learning: towards an integrated theory?

Collaborative Inquiry for Change and Changing: Advances in Science-Practice Transformations

The leadership challenge of increasing productivity in the workplace without increasing burnout risk

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