Pub Date : 2024-08-08DOI: 10.1108/tlo-01-2024-0002
Lena Aggestam, Ann Svensson
Purpose This paper focuses on knowledge sharing in health care. The aim of the paper is to further understand how digital applications can facilitate knowledge sharing between different care providers and health-care professionals. Design/methodology/approach The paper is based on a qualitative action case study, performed as a formative intervention study as a Change Laboratory, where a digital application concerning wound support was used. The Change Laboratory was used for knowledge sharing in the assessment and treatment process of wounds. The collected data was then thematically analyzed. Findings The findings show how digital applications can facilitate knowledge sharing, but also the need for complementary collaborative sessions. The main contribution is the rich description of how digital applications together with these sessions can facilitate knowledge sharing. Originality/value This paper shows that activities as collaborative sessions performed on the organizational level prove to support knowledge sharing and learning when a new digital application has been implemented in the work process. It also shows that these sessions contributed to identifying new knowledge that has potential for being included in the application and hence are important to keeping the application updated and relevant over time.
{"title":"How digital applications can facilitate knowledge sharing in health care","authors":"Lena Aggestam, Ann Svensson","doi":"10.1108/tlo-01-2024-0002","DOIUrl":"https://doi.org/10.1108/tlo-01-2024-0002","url":null,"abstract":"Purpose\u0000This paper focuses on knowledge sharing in health care. The aim of the paper is to further understand how digital applications can facilitate knowledge sharing between different care providers and health-care professionals.\u0000\u0000Design/methodology/approach\u0000The paper is based on a qualitative action case study, performed as a formative intervention study as a Change Laboratory, where a digital application concerning wound support was used. The Change Laboratory was used for knowledge sharing in the assessment and treatment process of wounds. The collected data was then thematically analyzed.\u0000\u0000Findings\u0000The findings show how digital applications can facilitate knowledge sharing, but also the need for complementary collaborative sessions. The main contribution is the rich description of how digital applications together with these sessions can facilitate knowledge sharing.\u0000\u0000Originality/value\u0000This paper shows that activities as collaborative sessions performed on the organizational level prove to support knowledge sharing and learning when a new digital application has been implemented in the work process. It also shows that these sessions contributed to identifying new knowledge that has potential for being included in the application and hence are important to keeping the application updated and relevant over time.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"13 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141927710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-16DOI: 10.1108/tlo-02-2023-0031
Corina Daba-Buzoianu, Maria Ramona Ignat, Andrei-Octavian Ghețu, Monica Bîră
Purpose This paper aims to explore the realm of gig work and the gig economy in Romania in an attempt to shed light on the mechanisms of this type of work and the reasons and benefits of engaging in gig-related activities.Considering the low conceptual consensus on gig work, the authors aim to explore how participants in this study define and refer to gig work, thus helping to contribute to the current conceptualization and characterizations of gig work and the gig economy. Among the wide range of services encountered within the gig economy, this research focuses on three categories of tasks, as defined within COLLEEM 2018 questionnaire (see Pesole et al., 2018), namely, online creative and multimedia work, online sales and marketing support and online software development and technology work. Design/methodology/approach Based on semistructured interviews with people working in the gig economy in Romania, the authors look to understand the meaning given to gig work and its features. The authors tackle how participants in this study perceive themselves and their work. The authors also look into perceived similarities and differences with other types of independent work. Findings In this paper, findings are organized into two main sections. The first section showcases perceptions about working in the gig economy, including how people involved with this type of work are describing them and their activity and exploring financial insecurities in connection with the independent/gig work. The second section highlights the mechanisms of gig work on digital labor platforms, developing means and ways of reputation-building and their impact on financial earnings. Originality/value This research aims to contribute to a better understanding of the environment and needs of gig workers. Although gig economy and online work are widely covered by field literature, knowledge about the experiences and perceptions of gig workers in emerging markets has more to gain by exploring European Union developing markets.
{"title":"Navigating the gig economy in Romania: unveiling perceptions of working on on-demand platforms","authors":"Corina Daba-Buzoianu, Maria Ramona Ignat, Andrei-Octavian Ghețu, Monica Bîră","doi":"10.1108/tlo-02-2023-0031","DOIUrl":"https://doi.org/10.1108/tlo-02-2023-0031","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore the realm of gig work and the gig economy in Romania in an attempt to shed light on the mechanisms of this type of work and the reasons and benefits of engaging in gig-related activities.Considering the low conceptual consensus on gig work, the authors aim to explore how participants in this study define and refer to gig work, thus helping to contribute to the current conceptualization and characterizations of gig work and the gig economy. Among the wide range of services encountered within the gig economy, this research focuses on three categories of tasks, as defined within COLLEEM 2018 questionnaire (see Pesole et al., 2018), namely, online creative and multimedia work, online sales and marketing support and online software development and technology work.\u0000\u0000\u0000Design/methodology/approach\u0000Based on semistructured interviews with people working in the gig economy in Romania, the authors look to understand the meaning given to gig work and its features. The authors tackle how participants in this study perceive themselves and their work. The authors also look into perceived similarities and differences with other types of independent work.\u0000\u0000\u0000Findings\u0000In this paper, findings are organized into two main sections. The first section showcases perceptions about working in the gig economy, including how people involved with this type of work are describing them and their activity and exploring financial insecurities in connection with the independent/gig work. The second section highlights the mechanisms of gig work on digital labor platforms, developing means and ways of reputation-building and their impact on financial earnings.\u0000\u0000\u0000Originality/value\u0000This research aims to contribute to a better understanding of the environment and needs of gig workers. Although gig economy and online work are widely covered by field literature, knowledge about the experiences and perceptions of gig workers in emerging markets has more to gain by exploring European Union developing markets.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"14 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141643918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-04DOI: 10.1108/tlo-11-2021-0136
Renate Wesselink, Eugen Popa
Purpose The purpose of this paper is to explore the extent to which the concept of learning organization can support the embedding of responsible innovation (RI) in organizations. Design/methodology/approach Based on literature in the fields of corporate social responsibility, learning organizations and quadruple helix collaborations, the authors constructed the responsible learning organization (RLO) framework for RI. With the framework, the authors want to show that the RLO can enable RI within organizations. Findings Based on this framework, the distinction is made between, on the one hand, the learning processes inside the organization, which resemble reflexivity, and, on the other hand, the learning processes that take place with stakeholders outside the organization, which resemble the other three core processes of RI: anticipation, inclusion and responsiveness. Based on these insights, the authors argue that if an organization wants to do good on innovation, which is seen as the core of RI, organization’s core values should guide that. Practical implications Organizational core values should be developed by means of learning inside the organization. Therefore, the process of reflexivity should be stressed more, and employees should be empowered to take part in developing these values, which in return can guide the organization as a compass through all the uncertainty it will encounter during the learning outside the organization when interacting with stakeholders. Originality/value The RLO framework for RI shows what learning processes organizations should facilitate first and what content should be at stake during these learning processes to embed RI. Furthermore, the framework puts emphasis on reflexivity as a condition for responsiveness, inclusion and anticipation.
本文的目的是探讨学习型组织的概念在多大程度上可以支持在组织中嵌入责任创新（RI）。设计/方法/途径根据企业社会责任、学习型组织和四螺旋合作领域的文献，作者构建了责任创新的责任学习型组织（RLO）框架。根据这一框架，作者区分了组织内部的学习过程和组织外部利益相关者的学习过程，前者类似于反身性，后者类似于 RI 的其他三个核心过程：预测、包容和响应。基于这些见解，作者认为，如果一个组织想要做好创新工作（创新被视为 RI 的核心），那么组织的核心价值观就应该起到指导作用。因此，应更多地强调反身性过程，并赋予员工参与制定这些价值观的权力，反过来，这些价值观又可以作为指南针，指导组织在与利益相关者互动时，克服在组织外部学习过程中遇到的所有不确定性。 原创性/价值 RI 的 RLO 框架说明了组织应首先促进哪些学习过程，以及在这些学习过程中，哪些内容对嵌入 RI 至关重要。此外，该框架还强调反身性是反应、包容和预测的条件。
{"title":"Responsible learning organizations: a framework to embed responsible innovation within organizations","authors":"Renate Wesselink, Eugen Popa","doi":"10.1108/tlo-11-2021-0136","DOIUrl":"https://doi.org/10.1108/tlo-11-2021-0136","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore the extent to which the concept of learning organization can support the embedding of responsible innovation (RI) in organizations.\u0000\u0000\u0000Design/methodology/approach\u0000Based on literature in the fields of corporate social responsibility, learning organizations and quadruple helix collaborations, the authors constructed the responsible learning organization (RLO) framework for RI. With the framework, the authors want to show that the RLO can enable RI within organizations.\u0000\u0000\u0000Findings\u0000Based on this framework, the distinction is made between, on the one hand, the learning processes inside the organization, which resemble reflexivity, and, on the other hand, the learning processes that take place with stakeholders outside the organization, which resemble the other three core processes of RI: anticipation, inclusion and responsiveness. Based on these insights, the authors argue that if an organization wants to do good on innovation, which is seen as the core of RI, organization’s core values should guide that.\u0000\u0000\u0000Practical implications\u0000Organizational core values should be developed by means of learning inside the organization. Therefore, the process of reflexivity should be stressed more, and employees should be empowered to take part in developing these values, which in return can guide the organization as a compass through all the uncertainty it will encounter during the learning outside the organization when interacting with stakeholders.\u0000\u0000\u0000Originality/value\u0000The RLO framework for RI shows what learning processes organizations should facilitate first and what content should be at stake during these learning processes to embed RI. Furthermore, the framework puts emphasis on reflexivity as a condition for responsiveness, inclusion and anticipation.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"3 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141267252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-21DOI: 10.1108/tlo-12-2022-0158
Kristina M. Eriksson, Liselott Lycke
Purpose Technological advancements and global societal changes reshapes manufacturing industry emphasizing needs for competence development of industrial professionals. The purpose of this paper is to study how organizational learning supports the development of academic structures, creating agile and sustainable formal educational models meeting novel competence needs. Design/methodology/approach The qualitative case study, part of a longitudinal research study, focuses on internal academic processes supporting a new formal educational model. Qualitative data was collected through five focus groups, incorporating 32 informants from different HEI function categories. Findings Changing traditional academic structures requires joint engagement between all HEI functions, emphasizing organizational learning with subprocesses of searching, creating, sustaining and exchanging knowledge in a learning loop. Results show a consensus among the different HEI functions regarding the value of the HEI’s coproduction with society; however, bureaucracy and academic structure hinder flexibility. Cross-functional teams building a “chain-of-trust” throughout the HEI coupled with full management support show opportunities to progress into a learning organization. Practical implications Organizational learning within HEIs requires trustful and open communication, multifunction knowledge exchange, holistic views of processes and system thinking, achieved through cross-functional teams and continuous improvement through learning loops. Social implications Industry-academic collaboration on formal education for lifelong learning needs to become both agile and resilience to meet technological advancement and sustainability. Originality/value Novel technology, digitalization and sustainability gain ground and require that society and organizations, including academia, change and learn. This means that academia is meeting new challenges and needs to develop internal processes.
{"title":"May the force of lifelong learning be with you – sustainable organizational learning in HEIs meeting competence needs in industry","authors":"Kristina M. Eriksson, Liselott Lycke","doi":"10.1108/tlo-12-2022-0158","DOIUrl":"https://doi.org/10.1108/tlo-12-2022-0158","url":null,"abstract":"\u0000Purpose\u0000Technological advancements and global societal changes reshapes manufacturing industry emphasizing needs for competence development of industrial professionals. The purpose of this paper is to study how organizational learning supports the development of academic structures, creating agile and sustainable formal educational models meeting novel competence needs.\u0000\u0000\u0000Design/methodology/approach\u0000The qualitative case study, part of a longitudinal research study, focuses on internal academic processes supporting a new formal educational model. Qualitative data was collected through five focus groups, incorporating 32 informants from different HEI function categories.\u0000\u0000\u0000Findings\u0000Changing traditional academic structures requires joint engagement between all HEI functions, emphasizing organizational learning with subprocesses of searching, creating, sustaining and exchanging knowledge in a learning loop. Results show a consensus among the different HEI functions regarding the value of the HEI’s coproduction with society; however, bureaucracy and academic structure hinder flexibility. Cross-functional teams building a “chain-of-trust” throughout the HEI coupled with full management support show opportunities to progress into a learning organization.\u0000\u0000\u0000Practical implications\u0000Organizational learning within HEIs requires trustful and open communication, multifunction knowledge exchange, holistic views of processes and system thinking, achieved through cross-functional teams and continuous improvement through learning loops.\u0000\u0000\u0000Social implications\u0000Industry-academic collaboration on formal education for lifelong learning needs to become both agile and resilience to meet technological advancement and sustainability.\u0000\u0000\u0000Originality/value\u0000Novel technology, digitalization and sustainability gain ground and require that society and organizations, including academia, change and learn. This means that academia is meeting new challenges and needs to develop internal processes.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"61 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141116944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-21DOI: 10.1108/tlo-11-2023-0200
Jose Leao, Marcele Fontana
Purpose This study aims to develop a talent selection model for learning organizations capable of connecting two groups, candidates in a talent hiring process and managers of the hiring company, in a reliable process, promoting organizational learning and increasing employee satisfaction. Design/methodology/approach This paper integrates egalitarian principles, an artificial intelligence mechanism founded on stable matching algorithms, and evaluating critical soft skills to enhance recruitment practices within learning organizations. The authors conduct a numerical real-world application in Python to showcase the model’s effectiveness. Five candidates were evaluated for five job positions. Moreover, 26 soft skills were analyzed by the five company leaders, relating them to the requirements of each job position and by all candidates, as a self-assessment process. Findings The model promoted egalitarian talent management because it motivates the candidates to choose the preferred position in a company, and the employers hire the best candidate. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The benefits of the process can be considered isolated (parties’ satisfaction) or a part of a company’s effort to stimulate an egalitarian culture in organizational values. Practical implications The information generated by the model is used to refine its selection process and improve its understanding of the job requirements and candidate profiles of the company. The model supports this idea, using the concepts of indifference, stability, egalitarianism and the soft skills required and identified to be more effective and learn about themselves. Social implications This paper discusses an egalitarian point of view in the recruitment process. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The process’s benefits can be considered part of a company’s effort to stimulate an egalitarian culture in organizational values. Originality/value This paper brings an excellent future perspective and points to the company’s development of talent retention. The model simultaneously solves the evolution of talent management processes through new technologies and soft skills emerging in the postpandemic scenario.
{"title":"An egalitarian talent selection model to support learning organizations","authors":"Jose Leao, Marcele Fontana","doi":"10.1108/tlo-11-2023-0200","DOIUrl":"https://doi.org/10.1108/tlo-11-2023-0200","url":null,"abstract":"\u0000Purpose\u0000This study aims to develop a talent selection model for learning organizations capable of connecting two groups, candidates in a talent hiring process and managers of the hiring company, in a reliable process, promoting organizational learning and increasing employee satisfaction.\u0000\u0000\u0000Design/methodology/approach\u0000This paper integrates egalitarian principles, an artificial intelligence mechanism founded on stable matching algorithms, and evaluating critical soft skills to enhance recruitment practices within learning organizations. The authors conduct a numerical real-world application in Python to showcase the model’s effectiveness. Five candidates were evaluated for five job positions. Moreover, 26 soft skills were analyzed by the five company leaders, relating them to the requirements of each job position and by all candidates, as a self-assessment process.\u0000\u0000\u0000Findings\u0000The model promoted egalitarian talent management because it motivates the candidates to choose the preferred position in a company, and the employers hire the best candidate. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The benefits of the process can be considered isolated (parties’ satisfaction) or a part of a company’s effort to stimulate an egalitarian culture in organizational values.\u0000\u0000\u0000Practical implications\u0000The information generated by the model is used to refine its selection process and improve its understanding of the job requirements and candidate profiles of the company. The model supports this idea, using the concepts of indifference, stability, egalitarianism and the soft skills required and identified to be more effective and learn about themselves.\u0000\u0000\u0000Social implications\u0000This paper discusses an egalitarian point of view in the recruitment process. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The process’s benefits can be considered part of a company’s effort to stimulate an egalitarian culture in organizational values.\u0000\u0000\u0000Originality/value\u0000This paper brings an excellent future perspective and points to the company’s development of talent retention. The model simultaneously solves the evolution of talent management processes through new technologies and soft skills emerging in the postpandemic scenario.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"95 22","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141116215","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-13DOI: 10.1108/tlo-10-2023-0192
Ahmed Asfahani
Purpose This study aims to analyze the evolution and current state of talent management in learning organizations and the design of managerial curricula, highlighting the challenges and opportunities in the context of a rapidly changing global business environment. Design/methodology/approach A narrative literature review was conducted, tracing the conceptual evolution of learning organizations. Seminal works emphasizing continuous learning and transformation were highlighted, and the progression of managerial education was analyzed, from its early focus on ethics and soft skills to its current emphasis on sustainability, digital literacy and experiential learning. Findings The research reveals challenges in balancing foundational knowledge with emerging competencies in curriculum design. Tensions are evident in maintaining relevance in rapidly changing, globally interconnected environments. Notable limitations include the trade-offs in innovation and the need to cater to diverse student demographics. Originality/value This review uniquely synthesizes developments at the intersection of curriculum innovation, organizational learning and curriculum design, offering valuable insights for institutions aiming to nurture talent for modern learning organizations.
{"title":"Curating future leaders: a literature review on managerial curriculum in learning organizations","authors":"Ahmed Asfahani","doi":"10.1108/tlo-10-2023-0192","DOIUrl":"https://doi.org/10.1108/tlo-10-2023-0192","url":null,"abstract":"Purpose\u0000This study aims to analyze the evolution and current state of talent management in learning organizations and the design of managerial curricula, highlighting the challenges and opportunities in the context of a rapidly changing global business environment.\u0000\u0000Design/methodology/approach\u0000A narrative literature review was conducted, tracing the conceptual evolution of learning organizations. Seminal works emphasizing continuous learning and transformation were highlighted, and the progression of managerial education was analyzed, from its early focus on ethics and soft skills to its current emphasis on sustainability, digital literacy and experiential learning.\u0000\u0000Findings\u0000The research reveals challenges in balancing foundational knowledge with emerging competencies in curriculum design. Tensions are evident in maintaining relevance in rapidly changing, globally interconnected environments. Notable limitations include the trade-offs in innovation and the need to cater to diverse student demographics.\u0000\u0000Originality/value\u0000This review uniquely synthesizes developments at the intersection of curriculum innovation, organizational learning and curriculum design, offering valuable insights for institutions aiming to nurture talent for modern learning organizations.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"23 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140984323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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