The Oxford Review Volume 2 Number 8 | The Oxford Review

The Oxford Review Volume 2 Number 8

The Oxford Review Volume 2 Number 8

The Oxford Review Volume 2 Number 7

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

Do workshops and classroom learning really help to develop ‘real’ problem solving skills and expertise?
Keywords: Education, learning, problem solving, skills development, experience, expertise, transfer of learning, 70:20:10

A new study from Cranfield University has examined whether there is real transfer of learning from workshop simulations and learning to ‘real-time’ workplace practice and problem solving. For anyone in Learning and Development, the results are sobering, even from one of the top business and management schools in the world.

Does multi-tasking always impair performance?

Keywords: Performance, multi-tasking, learning, education, cognitive reasoning

The perceived wisdom these days is that multi-tasking degrades performance and that it is better to focus on one task at a time. This study looks at multi-tasking during learning and finds that multi-tasking doesn’t always impair performance.

Do organisational change and tighter finances change an organisation’s culture?

Keywords: Change, culture, organisational change, organisational culture, fiscal restraint

The second myth-buster this month. There is a common perception that austerity and fiscal restraint; tightening budgets, cutbacks and reduction of staff as part of large scale organisational change damages or changes the organisational culture. This study looks at whether this is true with some surprising results.

How and why the MBA and management education needs to change
Keywords: MBA, management, management education, training, learning, practice intelligence

Thirteen years ago this year Henry Mintzberg published his book Managers not MBAs: A hard look at the soft practice of managing and management development ,in which he challenged the prevailing view that the recipient of the MBA was by default not only a rising star, but a fully formed and trained manager. Mintzberg argued that the MBA model was severely broken. This new paper by researchers from Bournemouth University, and Birmingham City Business School, Birmingham City University, in the UK found that much business and management education and research is irrelevant and does not prepare managers and business leaders for todays business and management world. They explore why.

How business ecosystems form and the role of the ‘anchoring actor’
Keywords: Business ecosystem, complexity, diversity, trust

Much research and many organisations tend to focus on the thought that businesses compete, collaborate and grow as individual entities. The problem with this view is that it ignores the impact of the complex networks of social, economic, technological, political, educational, legal and other factors which support their development and growth. This new study looks at the world of the business ecosystem. This research applies to every sector and anyone interested in complexity will enjoy this briefing.

How design thinking is affected by culture
Keywords: Design thinking, culture, organisational culture, innovation

Design thinking has been growing in popularity in recent years, particularly for business and organisational problem solving. This new study due to be published shortly by researchers from the Department of IT Management, Copenhagen Business School in Denmark has looked at how cultural knowledge shapes design thinking.

How leaders, managers and employees conspire to not resolve goal inconsistencies
Keywords: Leadership, management, paradox, sense-making, uncertainty

Messages and orders from leaders and managers create a world of meaning in organisations. Often however the messages managers send out can create a paradox i.e. inconsistencies, uncertainties and ambiguity that defy the prevailing logic within the organisation. These in effect, create uncertainty about the aims and goals the employee should have. This study looks at how leaders, managers and employees conspire with each other to to gloss over and leave logical inconstancies unsolved.

How organisations unwittingly obstruct their own organisational change: The case of introducing motivational interviewing to reduce sickness absence
Keywords: Sickness absence, resistance to change, organisational change

A new study looks at the experiences an organisation had of introducing a new working method for reducing sickness absence. The researchers however uncovered something much more fundamental – how organisations unwittingly obstruct their own organisational change.

How to investigate organisational culture from the outside

Keywords: Culture, organisational culture, research methods, market orientation, people orientation

An interesting new positioning paper has outlined some methods for investigating organisational culture from outside of an organisation (i.e. without having direct access to the staff and internal structure).

The drivers of innovation success: What predicts that an innovation is likely to be successful?

Keywords: Innovation, management, strategy, entrepreneurial culture

A new study is due to be published later this year that looks at the question of what organisational factors predict innovation success. This is really important for organisations. Understanding the organisational factors for innovation success helps leaders make better evidence-based decisions and makes those responsible for organisational development, change and management able to help craft an organisation that has a significantly greater chance of success with innovation.

Individual, technological and organisational predictors of knowledge sharing
Keywords: Knowledge management, organisational knowledge sharing.

A new study by researchers from the University of Agder in Norway looked to identify the factors which are important for organisational knowledge sharing. Knowledge sharing is a vital component of knowledge management and is often the part where things fall down in organisational knowledge management systems.

Understanding the connections between motivation and action
Keywords: Motivation, Creative Ability, Action, Behaviour

A new study has found that an old creative ability model, the Vona du Toit Model of Creative Ability (the VdTMoCA) can be used to develop motivation to work with those with lower levels of creative ability and lacking in motivation to engage in work.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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