organisational development Archives | The Oxford Review

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The hierarchical erosion effect

Research Briefing

Keywords: organisations, organisational development, hierarchical erosion, perception, organisational alignment Whilst it is pretty obvious that organisations are a coalition of individuals, who, whilst coming together to coordinate their actions in order to further the aims of the organisation or company, many, if not all, of the individuals within an organisation will have their own interests, […]

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How big is too big? Growth shock and why organisational development phases are flawed.

Research Briefing

Keywords: organisational size, organisational development, firm size distributions, growth shock, organisational size dynamics, stochastic shock Over the last 20 or so years there has been considerable research in organisational interest into business and organisational growth. Such research has shown that organisations tend to progress through a series of discrete development phases each with its own […]

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How social media is changing organisational innovation

Research Briefing

Keywords: social media, innovation, research and development, innovation behaviours, innovation communities, open innovation, organisational development Social media has become an integrated element of most people’s daily life, both inside and outside the workplace. From an organisational perspective, social media has connected organisations, employees, management, customers, end-users and society in general in ways that could not […]

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The Oxford Review Volume 1 Number 2 (February 2016)

The Oxford Review Volume 1 Number 2

Research Briefings in this edition of the Oxford Review: Editorial Why Nokia lost the smartphone war and what your organisation urgently needs to know before it’s too late Keywords: Organisations culture, Disruptive innovation, Innovation, Organisational ambidexterity In the world of technology business, there is a lot of Darwinist evolution taking place where even the largest businesses […]

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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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The Oxford Review Volume 3 Number 5 May 2018

The Oxford Review Volume 3 Number 5

In this month’s edition of The Oxford Review – Research Briefings about: What does ‘Evidence-Based practice readiness’ really mean and what predicts it? What are the best project management practices for ERP (enterprise resource planning) system projects? The problem of knowledge hiding in organisations: what causes it? The key role of wishful thinking in professional […]

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The Oxford Review Volume 3 Number 6

Oxford Review Volume 3 No 6

In this month’s Oxford Review What can coaches learn from positive psychology?.. 5 The psychology of boredom and what predicts it. 11 The problem with integrating evidence-based practice. 16 The impact of leader-member exchange (LMX) on organisational citizenship behaviours; the role of organisational job embeddedness   20 The impact of emotions, beliefs and values on LMX (leader-member […]

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The Oxford Review Volume 3 Number 7

The Oxford Review Vol 3 No 7

In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts intercultural harmony and productive working relationships The one […]

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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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