Organizational Learning in the Age of Data

Banasiewicz, Andrew D.

doi:10.1007/978-3-030-50072-6_6

Cited by 3 publications

(2 citation statements)

References 93 publications

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“…The issue of particular relevance to organizational development is expressed by exploring Argyris and Schöns concept of double-loop learning in relation to AI and machine learning in a Nordic context (Argyris,1977; Argyris and Schön, 1974). For a discussion of organizational learning beyond a human-centric perspective, see Banasiewicz (2020). This may prove conceptually interesting, as relevance for stakeholders may become an important moderating or even limiting factor for all the trends mentioned here.…”

Section: Discussion – and Suggestions For Researchmentioning

confidence: 93%

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

Tryding¹

2022

TLO

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Purpose The purpose of this study is to explore how current trends in organization – government regulation, authoritarian governance and digitalization acts specifically to stop relevant change of a Nordic model. These trends unfold in organizational contexts by revoking mandates, stopping information sharing and eroding trust. When these elements of what is often seen as core characteristics of different Nordic models are hindered, this also means that change is stoked, such as it is understood by organizational learning theory. Hopefully, this more conceptual analysis can inspire fieldwork. Design/methodology/approach This viewpoint article investigates how recent trends may act in the ability of a Nordic model to change and remain relevant. Core elements of the abstract concept of a Nordic model are defined. These elements are related to organizational learning. In as far as the Nordic model can be seen as capable of organizational learning, it may be able to develop and change in response to external influence. Examples of current trends in society are presented. It is found that these new current trends act on the ability of the Nordic model to change. This poses an existential threat to the longevity of that model. Suggestions for further work is included. Findings The paper finds that core elements of the Nordic model are influenced in such a way that the ability of the model to work as learning organizations (at least in the sense of Senge’s theory) is inhibited or even prohibited. The way this unfolds in principle may inform choices for fieldwork. Research limitations/implications A major limitation of this topic is that it discusses emerging changes that have only recently become apparent in the Nordic countries. The number of cases is yet limited and recent. This is why more conceptional approaches might be useful. Practical implications The digital realm is changing society, and this change has been catapulted by the pandemic. This may impact on how Nordic organizations are able to deliver on the purposes of co-decision legislation, how organizational culture based on “Nordic” values such as trust (as defined by the WVS), information sharing and mandate can develop, how organizations that abstain distributed information and mandates are able to adapt. Social implications Recent (2020) estimates indicate that between one in three and one in two jobs will be directly impacted in the Nordic countries. This is likely to have implications, but the nature of these is still under debate. This paper points to the possibility that core values and ways to deliver productivity may be challenged. Originality/value The originality lies in linking some core elements of different versions of a very abstract construct (“a Nordic” model) to one specific theory of organizational learning (in this example, Senge). This allows for a discussion about how societal change may be relevant specifically for the ability of Nordic model(s) to change. The discussion is current as the chosen trends are all recent phenomena in Nordic society.

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Section: Discussion – and Suggestions For Researchmentioning

confidence: 93%

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

Tryding¹

2022

TLO

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“…Further strengthening that argument, recent neuroscientific research suggests that human brain is likely wired for categorization (Branan, 2010), which in turn implies that the instinctive drive toward comparative evaluation can be seen as an expression of basic human sensemaking processes. Given that at their core organizations are human collectives bound together by the pursuit of common goals (Banasiewicz, 2021), the desire to compare various aspects of organizational functioning to other organizations, typically those seen as peers or high performers, is deeply ingrained in organizational psyche; in a sense, broadly conceived benchmarking can be seen as a natural element of organizational functioning (Banasiewicz, 2019).…”

Section: Introductionmentioning

confidence: 99%

Hidden Handicaps of Benchmarking: Impact of the Choice of Industry Classification Taxonomy on Peer Group Based Evaluations

2022

JMPP

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Benchmarking is one of the most widely used business assessment tools. It is rooted in the use peer groupframed comparisons geared toward objective assessment of company-specific performance, processes, or threat exposures. A critical aspect of benchmarking is peer group selectionhere, it is widely believed that the use of standard industry classification offers an unbiased and uniform benchmark-setting basis. More specifically, the notion of 'industry segment' is often implicitly assumed to be definitionally singular, in the sense of being universally definedthat, however, is not the case. There are multiple competing industry definition and classification schemas and cross-taxonomy differences are substantial, which suggest that the choice of industry classification taxonomy can have material impact on the resultant benchmarks, and more importantly, on benchmarking-based evaluations. This article offers an empirical examination of that supposition, built around benchmarking-based assessment of a pharmaceutical company's exposure to securities litigation; the results offer supporting evidence of material impact of the choice of industry classification schema on benchmark values and the resultant decision-making implications.

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Conceptualizing a Capability-Based View of Artificial Intelligence Adoption in a BPM Context

Zebec

Štemberger

2020

Business Process Management Workshops

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Organizational Learning in the Age of Data

Cited by 3 publications

References 93 publications

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

Nordic no more? How recent trends may prevent the Nordic organization model to adapt and develop

Hidden Handicaps of Benchmarking: Impact of the Choice of Industry Classification Taxonomy on Peer Group Based Evaluations

Conceptualizing a Capability-Based View of Artificial Intelligence Adoption in a BPM Context

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