The Oxford Review Encyclopaedia of Terms provides short definitions and longer articles about terms found in leadership, management, human resources, organisational development and change, learning and development and coaching.
What are organisational improvisational capabilities ? Organisational improvisational capability refers to the “ability of an organisation to spontaneously reconfigure resources to build new operational capabilities to address urgent, unpredictable and novel environmental situations”[i]. Improvisational capabilities v dynamic capabilities Improvisational capabilities are different from dynamic capabilities[ii] in that dynamic capabilities tend to be organisational capabilities […]
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What is evidence-based leadership? Evidence-based leadership refers to two different concepts: Using data and evidence to base the practice of leadership on from a variety of sources including: Research evidence from studies, experiments etc. The leaders’ experience Feedback, data and evidence from other sources like: The leaders’ followers Organisational performance Stakeholders / shareholders etc. Clients/customers Leading […]
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What are Counter-productive work behaviours? Counter-productive work behaviours refer to the types of behaviour that pull in the opposite direction of organisational citizenship behaviours and either detracts from, opposes, or causes barriers to the legitimate interests, aims, objectives and outcomes for an organisation. There are a number of typologies of counter-productive work behaviours including: The […]
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What are Organisational Citizenship Behaviours? Organisational Citizenship Behaviours (OCB) refer to the level to which employees are prepared to go above and beyond the behaviours and tasks that are designated by their role for the good of the organisation and the people within it. There are three key aspects to organisational citizenship behaviours: 1. They […]
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What is Organisational Social Capital? Organisational social capital refers to the levels of goodwill and positive feelings such as warmth, understanding, appreciation, optimism, passion and collective commitment that are produced by the nature of the social relations and relationships within the organisation. Organisational social capital is usually considered to develop as a consequence of ethical […]
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The expertise reversal effect refers to how novices and experts learn. When novices are learning they don’t have a mental framework or schema about the subject. In other words they don’t understand how everything fits together and relates to each other, or how to critically think about the topic. Experts on the other hand do. […]
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Social capital refers to the value created through the combination of people (Human Capital) the organisation uses together and the quality and focus of these relationships[i]. Social capital or the value groups or teams of people develop for an organisation depends very much on the trust and level of communications between people[ii] and is the […]
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Human capital is considered to be the economic value of the thinking, knowledge, skills, judgements and capabilities of individual employees[i] and is a core factor in talent management. The concept of Human Capital sees people and their abilities as resources to be utilised for value creation in organisations by getting people to change their behaviour […]
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What is identity work? Identity work refers to any situation where someone needs to modify their identity in order to be accepted, listened to, and engaged with . In effect, rather than just being who they are and acting/talking/ relating in ways they would prefer to do normally, people engaged in identity work find they […]
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What is a psychological contract? The term psychological contract refers to the often unspoken set of expectations and assumptions that two parties (employees and the organisation, its leaders and managers) have of each other about things like how they will behave and act. Examples Psychological contract breaches Development of the term References Examples […]
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