change Archives | The Oxford Review - OR Briefings

Tag Archives for " change "

The Leadership Taboo, Managing future uncertainty and more in this month’s Oxford Review

The Oxford Review Vol2 No1

In Volume 3 Number 1… The downside of employee loyalty Keywords: employee loyalty, job tension, inter-professional dysfunction and collaboration, well-being Employee loyalty is not a one way street. A new study finds a bit of a hole in previous studies of employee loyalty and aims to fill that gap. In doing so they discover that […]

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The Oxford Review Volume 3 No 2

The Oxford Review Vol3 No2

In this month’s Oxford Review (sent to members) there are 12 new research briefings: Contents: Barriers to Corporate Social Responsibility (CSR) and the role of HR Contextual leadership Culture change through moral dialogue Developing good employee voice behaviours How our beliefs change the impact of our emotions Everything you need to know about circle mapping […]

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Bullying and change are related and more in this month’s Oxford Review

The Oxford Review Vol 3 No 10

In this edition: Research briefings on: Aligning servant leadership, strategy and structure Describing and measuring corporate compliance cultures Does transformational leadership lead to better job-crafting? If so why? Mixing different types of coaching Organisational digital storytelling: a medium for change Relational energy and leadership style The link between perfectionism and the impostor syndrome The research […]

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The Oxford Review Volume 3 Number 10

Oxford Review Volume 3 Number 10

In the month’s Oxford Review we have a whole edition full of useful research briefings: This month:   Risk management Employee voice and organisational culture Happiness at work Measuring organisational alignment and performance Organisational socialisation tactics and HR Developing good transformational leaders Inclusive leadership Increasing entrepreneurship in organisations The impact of adopting agile methodologies Developing expertise […]

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The Oxford Review Volume 3 No 11

The Oxford Review Vol 3 No 11

In this months edition (Volume 3 No 11) 3D virtual learning environments: do they motivate or undermine sustained engagement? Empowering leadership styles in cross-cultural situations Evidence producing organisations: what they are and how they have developed How Transformational Leadership Increases Employee Performance Measuring organisational coaching outcomes Micro-learning: what it is and how it integrates with […]

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The Oxford Review Vol 4 No 2

The Oxford Review Vol 4 No 2

In this month’s Oxford Review In this month’s Oxford Review Can Action Learning be used to improve knowledge, skills and confidence in communications? Characteristics of a successful sales person: Valid measurements of performance Emotions and their role in the shaping of self-identity Evaluating industry 4.0 organisational readiness Group identity and decision-making: information cascades and decision […]

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How to get groups and organisations to support change

Research Briefing

Keywords: change, culture, mobilisation, cultural competence, cultural brokerage cultural repertories, change management A new review of all the previously available research on social movement theory and action has just been published looking at how to facilitate change through coordinated action between groups, even among unlikely allies. People and organisations who want to introduce social change […]

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The changing face of human resources and human capital

Research Briefing

Keywords: Human Resources, Human Capital, HRIS, Human Resources Information Systems, HR capabilities, change Human resources functions in organisations have been in continual evolution over the last 30 to 40 years. Recently, however, with the advent of Human Resources Information Systems or HRIS, there has been a significant shift from HR as a personnel department to […]

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Implementing lean and organisational development: defining lean change

Research Briefing

Keywords: Organisational development, lean, lean change, organisational change, management, lean management, change Many businesses fail to sustain lean practices after adopting them. One of the reasons is that adopting lean in a traditional organisation requires a significant level of change in organisational, behavioural and cognitive thinking. A new study by researchers from New Zealand looked […]

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