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The Oxford Review Volume 2 Number 2
The Oxford Review Volume 2 Number 2
In this edition of the Oxford Review:
The very latest research briefings:

1. The changing face of the organisation
This briefing looks at a nice study that assesses the latest changes in organisational development and what organisational and work psychology research has to do to catch up with these changes. This is an important study for anyone interested in organisational development, Industrial-organizational (I-O) psychology and organisational change in general as it shows a broad category of change that is starting to occur in the workplace.

2. Why organisational learning fails – a lesson from NASA
This is an interesting briefing that looks at research conducted with NASA about problem types from the perspective of risk and risk management. The important part of this study it shows how to balance the opposing needs of risk and safety

3. Strengths and weaknesses of the western human resources system – a Chinese perspective – and a warning
This study looks at general trends in HR in the west from a Chinese perspective. However the really shocking thing about this study is why it was carried out. I have included a full Post-Script to the study about what this means for organisations in the west… and it’s big!

4. Strategic silence – why organisations don’t publicise positive news
This briefing looks at a fascinating study that shows that many organisations don’t publicise certifications, endorsements and warrants. We are talking the likes of Ikea and many other organisations who are not exactly publicity-shy. This research unravels the psychology behind what many companies don’t publicise positive news and looks at what strategic silence is and why it happens.

5. Reputation management in management consultancies
This is a fascinating study that looked at a management consultancy and lays out exactly the strategy they used to repair a rather battered reputation following a series of embarrassing and financially harmful incidents. This consultancy was able to bounce right back stronger and in a better condition that before using this strategy. I have to say there are some very useful takeaways in this briefing for any consultancy.

6. How to predict the economy
How do you predict what’s about to happen next? This research briefing examine a really interesting study that shows how to do just that with a fair degree of accuracy. We took the methods used in this research and used them inside an organisation and found it also helps to predict the health of the organisation almost day-by-day. Really useful.

7. The conundrum of collective intelligence
This research briefing looks at a research study that explores collective intelligence and find out what predicts it in teams. Not only that it has some very useful conclusions about how to develop it and use it in teams and work groups. Some of which are completely counter-intuitive.

8. What really motivates people in organisations?This fascinating study from Germany has discovered an extremely useful set of factors which can keep people engaged in an organisation and decrease turnover rates. Not only that but they found that one factor, which is relatively simple to put into place in any organisation can make all the difference. This study is also a real boost in the arm for the RoI of L&D, if handled correctly.

9. Ambivalence and work
There are areas of all of our work that we are probably ambivalent about. This research briefing looks at a very useful study about the impact of ambivalence on organisational identity. This study has some important findings leaders, managers, HR and OD professionals will be able to put into practice with great effect.

10. Is it better to integrate or segment work and family life?
This research briefing looks at an really useful study about whether it is best to integrate or segment work and family life. It comes up with some surprising findings that anyone struggling with this issue either from a personal or organisational perspective with find most useful.

11. Good leaders and over-qualified employees…
This is an interesting little study that looks at the effects good managers and leaders have on over-qualified employees. It’s kind of good and bad news. Like all of our research briefings, this one shows you the findings quickly and simply to make you the most knowledgeable professional around.

12. The ideal employee according to managers – and it’s not good

This is a blockbuster of a study. It really unpacks what lies behind unintentional sexism as well as how and what most leaders and managers look for and expect in employees accidentally creates a very unloved paying field in just about every organisation around. I have to say I found this study as shocking as it was helpful. I have shown it to a few HR and leadership colleagues and they have made immediate changes in their organisations as a direct result of this research briefing. This is a must read research briefing is you are a leader, manager or in HR, or you are a leadership, management or organisational development coach or in any diversity-related role.

The Oxford Review Volume 2 No 1
The Oxford Review Volume 2 No 1
In this edition:

  • ‘Flawed individuals’ – shared leadership in policing – lessons for all organisations
  • The negative side effects of coaching and how to deal with them
  • Coaching for resilience
  • Do you need ambidextrous employees to have an ambidextrous organisation?
  • How to develop readiness for change in your organisation using ‘social’ knowledge management
  • Seven key trends in the future of learning and development
  • Why your leadership recruitment policy needs looking at - urgently
  • Coaching works – according to the coaches…
  • Breaching psychological contract can impact commitment to change and output
  • Aiding positive mental health in the workplace
  • Job insecurity and employee unethical behaviour
  • Four types of knowledge needed for greater innovation
  • Finger on the pulse - Positive Organisational Scholarship
The Oxford Review Volume 1 Number 12
The Oxford Review Volume 1 Number 12
The Oxford Review Volume 1 Number 12 - December 2016
In this edition:

  • What is good evidence-based coaching?
  • Wellbeing risk assessments
  • Teaching ethical decision making
  • The four signs of a digitally mature organisation
  • Salutogenic coaching in times of change
  • Play and organisational creativity
  • Coaching to free people
  • Challenging implicit bias across organisations
  • When resistance to change is a positive
  • How to improve the work environment to give better output
The Oxford Review Volume 1 Number 11
The Oxford Review Volume 1 Number 11
In this edition:

  • Finger on the pulse - Positive Organisational Scholarship
  • Creating a ‘Just Culture’
  • The 3 Critical points for successful paradigm change – new research
  • The relationship between tacit knowledge and change processes
  • The best staff have emotional intelligence
  • Challenges of the 70:20:10 learning ecosystem
  • Teaching resilience in high pressure courses
  • Six steps to a pragmatic approach for talent development
  • Making a business plan an active process
  • What the emotions that arise from workplace incivility and disrespect actually do
  • Corporate Social Responsibility is important inside and out
  • Transformational leadership can tackle employee turnover
The Oxford Review Volume 1 Number 10
The Oxford Review Volume 1 Number 10
In this edition:

  • Sex difference in perceived emotional responses
  • Why knowing things is less important than creativity and planning
  • To exploit and explore, engaging all your assets
  • The paradox of cooptition
  • Success in business – women versus men?
  • SMEs should use human resources practices
  • Management flexibility increases the value of small firms
  • Live and learn?
  • Knowledge-intensive process competencies are lacking
  • How suppressing your emotions makes it harder for you to achieve your goals
  • The ‘polythink syndrome’ and elite decision-making
  • Control vs resources: how stepping aside early may benefit your startup…
  • Blind rage – how anger slows thinking in the brain
The Oxford Review Volume 1 Number 9
The Oxford Review Volume 1 Number 9
In this edition:

  • Manipulation and why it is a core part of business
  • The role of IT in Human Resources Development (L&D)
  • Reimagining (dis)ability through science fiction
  • Does gratitude have a place to play in resilience?
  • 14 Driving factors behind organisational innovation
  • How digital storytelling can empower those without other means of expression
  • Industry 4.0: How new factory technology is improving Lean Product Development
  • The importance of dignity in leadership
  • Leadership begins at home
  • Melting pots meld cultural norms
  • Podcasting as an organisational learning tool
  • The employer brand identity effect in mergers
The Oxford Review Volume 1 Number 8
The Oxford Review Volume 1 Number 8
In this edition:

  • Why do some staff readjust to their home organisations better than others?
  • Eating a beetle: How to get your radical ideas accepted
  • Managing innovation and agility – what makes the difference
  • The Cost of presenteeism
  • Why are some professional firms more entrepreneurial than others?
  • A model for Human Resources Management in social media
  • Who and why are some people more likely to see new business opportunities?
  • Manipulation as Managerial Motivational Tool
  • Commonly held values in entrepreneurs
  • What motivates people to engage with Continuing Professional Development?
  • What human factors prevent successful change programmes?
  • It does get easier and nicer by Friday!
  • Is there any difference between people’s perceptions of burnout and depression?
  • Building trust in with virtual employees
The Oxford Review Volume 1 Number 7
The Oxford Review Volume 1 Number 7
In this edition:

  • Why your Business and Management Information Systems may well be way out of date – even if you have just got it…
  • Why HR teams are core to an environmentally sustainable business approach
  • The new leadership - organisation use of self
  • Product market advantages through research and development (R&D) cooperation with marketing or sales teams
  • What the most agile coaches do…
  • What motivates Generation X at work?
  • What we can learn about adapting to change from Italian farmers
  • Why some people are negative about new situations
  • The connection between emotional intelligence and organisational commitment
  • The difference between management and employee views of risk
The Oxford Review Volume 1 Number 6
The Oxford Review Volume 1 Number 6
In this edition:

  • What organisational cultures work best in organisations with outsourced staff?
  • What is the difference between coping, adapting and self-management?
  • Can you be too aligned with your organisation?
  • Leadership Development: the role of emerging identity as a leader
  • Does organisational learning help to develop organisational agility and intelligence?
  • Making professional judgements - confidently
  • The Key to (Lean) Management
  • Entrepreneurship training gives organisations a competitive edge
  • A model for coping with the paradoxes of management
  • The 9 evidence-based issues about shared leadership that you need to know
  • Book Review: Grit: Passion, Perseverance, and the Science of Success by Angela Duckworth
The Oxford Review Volume 1 Number 5
The Oxford Review Volume 1 Number 5
In this edition:

  • Causes of Fatigue at work
  • Can conflict management processes improve productivity?
  • Already had a difficult and painful change event? Be careful, be very careful this next time…
  • Organisational mergers: The importance of culture change
  • New mobile learning and teaching methods developing: New research
  • Why people are resisting moves to agile working
  • How personality affects knowledge sharing in organisations
  • Developing trust in the workplace and the role of HR – a new study
  • How to make a merger work: A Review of Research
  • Innovating your way out of a bureaucracy
  • Book Review
The Oxford Review Volume 1 Number 4
The Oxford Review Volume 1 Number 4
In this edition:

  • Can management prevent the downside of change?
  • Organisational culture change through HR?
  • How to Predict Unethical Management Behaviour
  • How to manage people who do boring, repetitive job.
  • The 2 factors which predict burnout and your personality isn’t one of them
  • The effects of leadership training on organisational learning
  • Does a positive outlook really make a difference to our success?
  • The five R’s of recovery from organisational decline
  • Making employee relocation work
  • Two core methods for change management
  • Evidence-Based Change Management?
  • Do workplace resilience programmes work?
  • How our mood (and productivity) is directly affected by different forms of communication at work
  • Can you really teach empathy?
  • Levels of organisational development and which ones respond best to rapidly changing market conditions
  • Book Review
The Oxford Review Volume 1 Number 3
The Oxford Review Volume 1 Number 3
In this edition:

  • What develops a new employee’s commitment to the organization?
  • Conflict Management Protocols In Management
  • Evidence Based Practice – from theory to reality
  • What creates the conditions for successful shared leadership?
  • Using Critical thinking cards as part of training
  • Links found between emotional intelligence and creativity, however…
  • What kind of leader do we want? Well it depends…
  • An exploration of the ‘dark side’ associations of conflict, power and dependence in customer – supplier relationships
  • What do CEOs really learn when undercover on frontline roles?
  • How to be a market disruptor
  • Why you have to get learning and knowledge management sorted in your company
  • Organisational competencies
  • Knowledge management
  • Book Reviews:
  • Contagious Culture: Show Up, Set the Tone and Intentionally Create an Organization that Thrives by Anese Cavanaugh
  • Difficult Conversations (HBR 20-Minute Manager Series)
The Oxford Review Volume 1 Number 2
The Oxford Review Volume 1 Number 2
In this edition:

  • Editorial
  • Why Nokia lost the smartphone war and what your organisation urgently needs to know before it’s too late.
  • New study: How emotional intelligence and emotional resilience breed adaptability, better performance and greater job satisfaction.
  • How does the senior management of a company affect the brand? Let me count the ways…
  • Organisational change: building support across different stakeholders
  • Can knowledge management really change organisational culture?
  • 12 Years and they still haven’t merged! Conflicting subcultures in mergers and acquisitions
  • Culture change and organisational cultural identity
  • Making evidence-based practice work: Two solutions
  • Organisational responses to dilemmas in emergencies
  • Why most business strategies fail - eventually
  • Book reviews: Work Rules by Laszlo Bock
The Oxford Review Volume 1 Number 1
The Oxford Review Volume 1 Number 1
In this edition:

  • Editorial: Welcome to issue one
  • The connections between organisational culture, leadership style, organisational learning and innovation capability.
  • Developing organisational ambidexterity – the implications for HR, L&D and OD. Why professionals agree to things that go against their professional beliefs.
  • Does the reputation of your organisation make any practical difference to anything?
  • When employees get p*$$ed off. What the manager does next makes a difference.
  • Being adaptable at work – its all about job satisfaction, performance and this...
  • Stable social status promotes inter-team working...
  • Getting people to be creative, take responsibility for their own and the groups learning and develop new ideas. It’s a balancing act.
  • How Zappos went from 0 - $1.2bn in 10 years
  • Other interesting papers this month
  • New books this month.

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