David Wilkinson

Author Archives: David Wilkinson

How organisational diversity policies can hide racial discrimination

Organisational diversity polices

Organisational diversity polices can cause more problems than they solve. Whilst there is a plethora of research which shows that multicultural approaches to diversity tend to reduce prejudice and increase positive multicultural relationships, a new study has found that there can be a negative side effect of organisational diversity policies. Keywords: Racial discrimination, diversity, diversity […]

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Why education and training rarely equips the learner for work: New study

Education and training

A new research briefing looking at why a university education and much training fails to equip students for the world of work has made an interesting finding… In October 2017, one of the research briefings we sent out to members looked at a (then) new study looking at why a university education and much training […]

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CEO characteristics and their impact on organisational performance – Special Report

Whilst there is little doubt that organisational performance relies on a multitude of factors, one of the most prevalent are the characteristics of the organisation’s Chief Executive Officer (CEO). This has been a growing area of interest with an average of 6,000 published studies being conducted in 2009 with this average rising to over 11,000 […]

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Increasing organisational performance through entrepreneurship

Entrepreneurship mindset

Entrepreneurship and organisational performance. There is a growing amount of evidence to show that entrepreneurial qualities can boost the performance of any organisation or service, which has given rise to the idea of the intrapreneur or an individual with entrepreneurial attributes who is employed and embedded in an organisation, rather than running their own business. […]

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Organisational culture and history – a method of understanding mergers and acquisitions

Research Briefing

This week we also sent out the following research briefing to members. Keywords: organisational culture, research methods, history, oral histories, uncertainty, mergers and acquisitions Over the last 10-15 years the importance of understanding the organisational culture of merging organisations has come to the fore. Many failed mergers and acquisitions have been put down to cultural […]

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Positive Leadership and the 4 dilemmas of strategic timing

This week we sent members two brand new research briefings   The rise of Positive Organisational Leadership Keywords: positive organisational leadership, leadership, positive organisational scholarship, leadership development, positive deviance, organisational development Positive organisational scholarship is part of the recent interest in positive psychology and positive organisational development and refers to organisational approaches to developing a […]

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How emotional intelligence makes a difference during performance reviews

Emotional intelligence and performance reviews

Does the level of emotional intelligence of the manager or the subordinate make any difference to the outcome of performance reviews? Emotional intelligence The study Findings Reference   Emotional intelligence  Previous studies have found that higher levels of emotional intelligence correlate closely with higher levels of job satisfaction and a general sense of control over […]

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Flexibility, strategy & knowledge management – members only research briefings

This week's Research Briefings

This week our members received the following three research briefings… Psychological flexibility The four dilemmas of strategic timing Knowledge management success in organisations     The critical importance of psychological flexibility and how it predicts mental health outcomes and resilience   Keywords: Psychological inflexibility, Psychological flexibility, cognitive flexibility, cognitive inflexibility, coaching   Psychological flexibility refers […]

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Organisational openness and how it impacts employee performance

organisational openness

Organisational openness is an across organisation philosophy which emphasises transparency in all areas and free unrestricted access to knowledge and information. It also incorporates and promotes positive collaboration and cooperative management and decision-making, with an emphasis on learning as opposed to being right. Open organisations Learning and agility Culture Creativity, innovation and flexibility The study […]

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How to repair deviant, toxic corporate and organisational cultures

How to repair deviant, toxic corporate and organisational cultures

The Oxford Review has just published it’s latest Special Report – How to repair deviant, toxic corporate and organisational cultures. Special reports are extended research briefings. In this report: This report is based on a detailed review of previous studies in the field and draws together the learning about how to deal with cultures once they […]

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