The Oxford Review Volume 2 Number 4 | The Oxford Review - OR Briefings

The Oxford Review Volume 2 Number 4

The Oxford Review Vol 2 No 4

The Oxford Review Volume 2 Number 4

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

1. The coaching working alliance
A recent review of the available literature in coaching has shown that working relationships are vital to achieving outcomes, but this is hard to quantify. There are a number of situations where a good relationship between the coach and coachee is essential for achieving the results desired.

2. Developing reflective practice
Reflective practice is at the heart of learning and most learning processes.

A doctoral supervisor, from the Edinburgh Napier University Business School has been in academia for most of his eighty years. At the vanguard of reflective thinking pedagogy, he argues that not only do four forms of reflective thinking need to be taught during a student’s academic career, but these types of thinking need to be tied together in a process…

3. Top, middle and bottom management: horses for courses
Getting the right people with the right skills into the correct level of management is no easy task. A new study has shown what those skills need to be for each level. This paper challenges the idea that promotion up the ranks should be based on experience…

4. Mentoring and coaching staff – a good thing?
A new study just published has shown that a combined programme of mentoring and coaching employees, if done right, is a good way of improving organisational commitment on the part of the employees.

5. Measuring onboarding programmes
Onboarding is the process of inducting an employee into the organisation from pre-hire to orientation and business specific training to bring them up to speed with the social and performance aspects of their job.

6. Mapping an entrepreneurial ecosystem
An interesting paper has just been published, an article on mapping an entrepreneurial ecosystem.
The concept of an ecosystem is based on the principle that…

7. How swearing has a place in the workplace
A new study just published examining executives’, doctors’ and lawyers’ use of swearing in the workplace has found a bit of a mixed bag of results about the outcomes of profanity at work.

8. Information technology: not what you have but how you use it
New research that looked at the use of information technology as part of an innovative organisational culture showed that information communication technology (ICT) should not be developed…

9. How to retain the key people when buying a start-up. Lessons every organisation should learn from
Usually one of the central reasons to buy any business is to acquire the talent, knowledge and skills the company possesses. In fact the value in most companies is contained collectively within its people.
However, it has been found that when start-ups are bought out many of the best people tend to leave and …

10. How to keep people on board in a merger
Research has routinely found that many mergers and acquisitions fail to increase profitability, shareholder value or productivity as anticipated. Asking why this is the case, some research has pointed to employees leaving an organisation even when not pushed through compulsory redundancy. Often those leaving…

11. Coachees’ views of coaching
As the library of academic research builds in volume and quality, so new assessments of the coach – coachee relationship are emerging. While much research has looked at things from the coach’s perspective, a new piece of scholarship attempts to assess what coachees think of coaching…

12. How conflicting emotions impede action
Research from the USA has shown that where there are simultaneous conflicting personal emotions among individuals in an organisation, the organisation will be unlikely to act on an issue. The study found that social issues are among the least likely issues to be resolved in organisations…

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