Special research reports Archives | The Oxford Review - OR Briefings

Category Archives for "Special research reports"

The Oxford Review (Research Based) Guide to Culture Change

Special Research Reports

Keywords: Culture change, Organisational change, Organisational performance, Cultural perpetuation Many leaders, managers, human resources and organisational development practitioners do not grasp the complexity of culture change. There is currently a wave of ‘culture change’ initiatives on going in organisations around the world that, whilst founded on great intentions, are more than a little sparse on much […]

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The Oxford Review Research-Based Guide to Unlearning

Special Research Reports

Keywords: unlearning, unlearn, learning, knowledge, forgetting, psychological unlearning, organisational unlearning There has been a fairly constant and consistent interest over the past few years in the ideas of unlearning, to unlearn and how to unlearn in both the popular and research literature. The idea of unlearning has firmly entered the organisational development rhetoric as well as that […]

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Knowledge Management and Organisational Performance – what the research says

Special Research Reports

Managers and leaders are increasingly becoming aware that their success and the competitive value and advantages of their organisations is largely dependent on and intimately connected to the unique knowledge that exists within their organisation. The ability to be able to effectively create, store, disseminate, transfer and apply the unique knowledge that exists in any […]

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Firm/Organisation- University Partnerships: What the research says

Special Research Reports

As more and more organisations turn to universities to help them both with organisational issues and product/service innovation issues, the number of failed relationships continues to grow as well. Firm-university partnerships offer many significant benefits including: Increasing innovation and spin-offs Increasing evidence-based practice capability Enhanced knowledge transfer and generation Higher levels of organisational ambidexterity, flexibility […]

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