In this edition:
- 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.
- How you cope with uncertainty predicts how see the world
- 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…
- How our view of our social status impacts on how we work in teams
- 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
The connections between organisational culture, leadership style, organisational learning and innovation capability.
Keywords: Innovation capability, employee performance, organisational culture, leadership style, organisational learning
An interesting and fairly large-scale study that conducts a form of factor analysis called Structural Equation Modelling (SEM) on data from 398 organisations.
The study looked at the level of influence the following factors have on each other:
· Organisational culture
· Leadership style and
· Organisational learning,
and how they affect innovation capability and performance within organisations.
Keywords: Organisational ambidexterity, Human Resources, Learning and Development, Organisational Development
One of the big themes emerging from the management and organisational development literature at the moment is that of organisational ambidexterity.
This study focuses on the following areas in the organisational ambidexterity literature:
- Employee characteristics
- Leader characteristics
- Organisational structure
- Social relationships and
- Organisational environment
and makes a series of recommendations for Human Resources, Learning and Development and Organisational Development
Keywords: Professional values, ethics, beliefs, autonomy
There is significant evidence that professionals frequently give up their autonomy and professional values and beliefs in the face of conflict with management edict, bureaucracy, systems and organisational agendas. The question this paper attempts to answer is why they do this.
Keywords: intolerance of uncertainty
Researchers looking at many issues from decision-making to anxiety are starting to focus on the intolerance of uncertainty as primary factor in how people see or interpret things. This study looks at how intolerance of uncertainty impacts our perceptions.
Keywords: Organisational reputation, organisational performance
An interesting study has just been published that looks at the effects of corporate reputation on the people who work inside the organisation and the organisation’s performance in the market.
Keywords: Management, employee dissent, psychological contract
It is estimated that somewhere between 50 and 70% of employees, will, at some point in their employment feel that the organisation has wronged, mistreated or let them down in some way. This study looked at this issue, focusing particularly on the issue of employee dissent as a result of psychological contract breaches by organisations.
Keywords: Workplace adaptability, job satisfaction, performance, emotional intelligence
An interesting study to find out what factors contribute to employee adaptability and ability to cope with change.
Keywords: Team work, social status, social group
A new study just published has shown that your social status and social group will predict how you interact with other people in a team often without knowing about it.
Getting people to be creative, take responsibility for their own and the groups learning and develop new ideas. It’s a balancing act.
Keywords: Creativity, responsibility, learning, ideas, communities of practice
In a paper published this month researchers from two business schools in France have looked at why some Communities of Practice are easier to get going than others, and why some groups will readily take control of their own community and self organise in order to learn together, and other groups find it harder or almost impossible to manage their own communities and keep the learning going.
Keywords: Organisational culture, high performing teams
This study looked at Zappos to unpick what led to their meteoric success. Sales went from $8million to over $1billion in less than 8 years.
The researchers found that there were two overarching principles that drove Zappos success:
1. Culture and
2. High performing teams
and analysed exactly what the factors were that led to their success
Other interesting papers this month
New books this month.
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