Pub Date : 2023-03-07DOI: 10.1108/tlo-09-2021-0115
K. Hariharan, V. Anand
Purpose This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations. Design/methodology/approach Data were collected from 502 employees of business organizations located in India. A cross-sectional design was adopted, and partial least squares structural equation modeling (PLS-SEM) was used for data analysis. Findings Transformational leadership behavior positively influences feed-forward learning flows in organizations and strengthens their learning stock. Learning stock held by the individuals emerged as a predictor of feed-forward learning flows in organizations and a partial mediator of the relationship between transformational leadership and feed-forward learning flows. The study’s findings suggest transformational leadership encourages feed-forward learning flows through the development of individual learning stock. Originality/value This study empirically supports the theoretical claim of transformational leadership behaviors as an important antecedent to fostering organizational learning.
{"title":"Transformational leadership and learning flows","authors":"K. Hariharan, V. Anand","doi":"10.1108/tlo-09-2021-0115","DOIUrl":"https://doi.org/10.1108/tlo-09-2021-0115","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations.\u0000\u0000\u0000Design/methodology/approach\u0000Data were collected from 502 employees of business organizations located in India. A cross-sectional design was adopted, and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.\u0000\u0000\u0000Findings\u0000Transformational leadership behavior positively influences feed-forward learning flows in organizations and strengthens their learning stock. Learning stock held by the individuals emerged as a predictor of feed-forward learning flows in organizations and a partial mediator of the relationship between transformational leadership and feed-forward learning flows. The study’s findings suggest transformational leadership encourages feed-forward learning flows through the development of individual learning stock.\u0000\u0000\u0000Originality/value\u0000This study empirically supports the theoretical claim of transformational leadership behaviors as an important antecedent to fostering organizational learning.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"83 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114510325","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 : 2023-03-07DOI: 10.1108/tlo-12-2021-0146
Muhammad Haroon Shoukat, Syed Asim Shah, Dilnaz Muneeb
Purpose This study aims to examine the role of shared leadership (SL) practices in improving team performance (TP) in health-care producer organizations by mediating the roles of intellectual capital (IC) and team learning (TL). Design/methodology/approach Conceptual model was proposed using social learning theory and resource-based view theory. The structured questionnaire was administered to respondents of Pakistani health-care producer organizations using a cross-sectional approach. Data was collected from 23 team leaders and 203 team members from 23 different teams. PLS-structural equation modeling was applied to SmartPLS 3.2.9. Findings The findings revealed that SL and IC are positively associated with TP, while TL has no association with TP. Further, SL is positively associated with IC and TL. This study also found that IC significantly mediates between SL and TP. Still, no mediating role of TL between SL and TP was found. Practical implications The findings suggest health-care producer organizations adopt shared leader practices where team members are given a say in decision-making to boost their morale, leading to effective TP. Originality/value The conceptual model was created using social learning and resource-based view theories. This is an early attempt to examine the role of SL in health-care producer organizations.
{"title":"Shared leadership and team performance in health care: how intellectual capital and team learning intervene in this relationship","authors":"Muhammad Haroon Shoukat, Syed Asim Shah, Dilnaz Muneeb","doi":"10.1108/tlo-12-2021-0146","DOIUrl":"https://doi.org/10.1108/tlo-12-2021-0146","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine the role of shared leadership (SL) practices in improving team performance (TP) in health-care producer organizations by mediating the roles of intellectual capital (IC) and team learning (TL).\u0000\u0000\u0000Design/methodology/approach\u0000Conceptual model was proposed using social learning theory and resource-based view theory. The structured questionnaire was administered to respondents of Pakistani health-care producer organizations using a cross-sectional approach. Data was collected from 23 team leaders and 203 team members from 23 different teams. PLS-structural equation modeling was applied to SmartPLS 3.2.9.\u0000\u0000\u0000Findings\u0000The findings revealed that SL and IC are positively associated with TP, while TL has no association with TP. Further, SL is positively associated with IC and TL. This study also found that IC significantly mediates between SL and TP. Still, no mediating role of TL between SL and TP was found.\u0000\u0000\u0000Practical implications\u0000The findings suggest health-care producer organizations adopt shared leader practices where team members are given a say in decision-making to boost their morale, leading to effective TP.\u0000\u0000\u0000Originality/value\u0000The conceptual model was created using social learning and resource-based view theories. This is an early attempt to examine the role of SL in health-care producer organizations.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"37 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124843290","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 : 2023-03-07DOI: 10.1108/tlo-10-2022-0120
Donald Chrusciel
Purpose This paper aims to investigate the benefits of monitoring and enhancing engagement to impact the overall effectiveness and future success by using the combination of the Utrecht Work Engagement Scale along with a daily employee vote to trigger an appropriate ad hoc huddle that can be proactive in addressing any engagement issues. Design/methodology/approach A fieldwork case study is used to examine engagement interventions based upon the use of a trigger (daily vote) and the overall impact is measured with the Utrecht Work Engagement Scale. Findings All indications from this study are that the ad hoc gatherings triggered by the daily vote do have a favorable impact on workforce engagement. This effect was measured by doing a Utrecht Work Engagement Scale survey at the beginning of the pilot followed by another a year later. The results presented in this case appear to show that a learning organization can have an impact on the engagement culture of the workforce if desired. Research limitations/implications Recognizing that the sample size is small, a longitudinal study of over a year was done to help mitigate the concerns of such a small sample size. The reader is cautioned about extrapolating these findings beyond this study without appropriate considerations. Practical implications This research provides evidence which aided the organization during the changing times in using interventions, ad hoc gatherings to improve workforce engagement. These interventions are triggered by using a timely lagging indicator, a daily log which serves as a monitor of workforce engagement for the benefit of the organization and the employee. Originality/value This study uses two methods to measure and track workforce engagement. The known Utrecht Work Engagement Scale is used to determine the impact of the ad hoc huddles and to determine whether this intervention has a favorable impact on workforce engagement. The use of these two methods helps to spark continued interest to not only monitor but also to help identify the interest in using a timely indicator to determine when an intervention may be warranted.
{"title":"Influencing workforce engagement using ad hoc team huddles","authors":"Donald Chrusciel","doi":"10.1108/tlo-10-2022-0120","DOIUrl":"https://doi.org/10.1108/tlo-10-2022-0120","url":null,"abstract":"\u0000Purpose\u0000This paper aims to investigate the benefits of monitoring and enhancing engagement to impact the overall effectiveness and future success by using the combination of the Utrecht Work Engagement Scale along with a daily employee vote to trigger an appropriate ad hoc huddle that can be proactive in addressing any engagement issues.\u0000\u0000\u0000Design/methodology/approach\u0000A fieldwork case study is used to examine engagement interventions based upon the use of a trigger (daily vote) and the overall impact is measured with the Utrecht Work Engagement Scale.\u0000\u0000\u0000Findings\u0000All indications from this study are that the ad hoc gatherings triggered by the daily vote do have a favorable impact on workforce engagement. This effect was measured by doing a Utrecht Work Engagement Scale survey at the beginning of the pilot followed by another a year later. The results presented in this case appear to show that a learning organization can have an impact on the engagement culture of the workforce if desired.\u0000\u0000\u0000Research limitations/implications\u0000Recognizing that the sample size is small, a longitudinal study of over a year was done to help mitigate the concerns of such a small sample size. The reader is cautioned about extrapolating these findings beyond this study without appropriate considerations.\u0000\u0000\u0000Practical implications\u0000This research provides evidence which aided the organization during the changing times in using interventions, ad hoc gatherings to improve workforce engagement. These interventions are triggered by using a timely lagging indicator, a daily log which serves as a monitor of workforce engagement for the benefit of the organization and the employee.\u0000\u0000\u0000Originality/value\u0000This study uses two methods to measure and track workforce engagement. The known Utrecht Work Engagement Scale is used to determine the impact of the ad hoc huddles and to determine whether this intervention has a favorable impact on workforce engagement. The use of these two methods helps to spark continued interest to not only monitor but also to help identify the interest in using a timely indicator to determine when an intervention may be warranted.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116655956","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 : 2023-02-28DOI: 10.1108/tlo-09-2022-0108
Nataliya Galan
Purpose The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT). Design/methodology/approach This study is based on using a systematic literature review methodology reported in Part I. Findings Part II of this study contributes to the advancement of KLT scholarship by offering: an integrative narrative of KLT coping and preventive mechanisms as well as factors affecting them; an organizing framework of KLT empirical literature; and suggestions for future research, which are discussed with respect to the content, based on the proposed framework and by extending contextual dimensions of “who”, “where” and “when”, as well as use of theories and methods. Research limitations/implications This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings. Originality/value Part II of this study offers a systematic synthesis of KLT empirical research with respect to KLT coping and preventive mechanisms and a discussion of opportunities for future research.
{"title":"Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)","authors":"Nataliya Galan","doi":"10.1108/tlo-09-2022-0108","DOIUrl":"https://doi.org/10.1108/tlo-09-2022-0108","url":null,"abstract":"Purpose The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT). Design/methodology/approach This study is based on using a systematic literature review methodology reported in Part I. Findings Part II of this study contributes to the advancement of KLT scholarship by offering: an integrative narrative of KLT coping and preventive mechanisms as well as factors affecting them; an organizing framework of KLT empirical literature; and suggestions for future research, which are discussed with respect to the content, based on the proposed framework and by extending contextual dimensions of “who”, “where” and “when”, as well as use of theories and methods. Research limitations/implications This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings. Originality/value Part II of this study offers a systematic synthesis of KLT empirical research with respect to KLT coping and preventive mechanisms and a discussion of opportunities for future research.","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"222 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135633412","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 : 2023-02-06DOI: 10.1108/tlo-03-2022-0037
Paulo Renato de Sousa, José Márcio de Castro, Cláudia Fabiana Gohr, M. Barbosa
Purpose This study aims to assess suppliers’ learning from knowledge transfers with a global truck manufacturer, considering both source and supplier capacity, and the cultural proximity between the parties. Design/methodology/approach A case study was conducted between two factories, one in Brazil and one in Germany. This study adopted a mixed-method sequential explanatory approach, which involves a quantitative phase followed by a qualitative one to provide a better understanding of the studied phenomenon. Quantitative data were collected from the automaker’s suppliers in both countries and analyzed using factor and inferential analyses. Qualitative data were obtained from the automaker’s purchasing executives, and from the company’s suppliers in both countries. Content analysis was used to analyze data. Findings Results suggest that both the source’s disseminative capacity and suppliers’ absorptive capacity had a positive effect on suppliers’ learning during knowledge transfers. The study also found out that cultural proximity among parties positively moderates the relationship between suppliers’ absorptive capacity and their learning. However, cultural proximity does not moderate the relationship between a source’s disseminative capacity and supplier learning. Practical implications This study’s findings are important to foster knowledge transfers by developing absorptive and disseminative capabilities in the automakers industry, in which the implementation of interorganizational learning is quite challenging due to the large number of strategic providers. Originality/value This study contributes to theoretical and conceptual consolidation of knowledge transfer, which includes cultural proximity among parties and the source’s and supplier’s disseminative and absorptive capacities, respectively. This study constructs and validates a model of knowledge transfer using a large automaker with a worldwide presence.
{"title":"Knowledge transfer based on disseminative capacity, absorptive capacity, and learning: a comparative study between Brazil and Germany","authors":"Paulo Renato de Sousa, José Márcio de Castro, Cláudia Fabiana Gohr, M. Barbosa","doi":"10.1108/tlo-03-2022-0037","DOIUrl":"https://doi.org/10.1108/tlo-03-2022-0037","url":null,"abstract":"\u0000Purpose\u0000This study aims to assess suppliers’ learning from knowledge transfers with a global truck manufacturer, considering both source and supplier capacity, and the cultural proximity between the parties.\u0000\u0000\u0000Design/methodology/approach\u0000A case study was conducted between two factories, one in Brazil and one in Germany. This study adopted a mixed-method sequential explanatory approach, which involves a quantitative phase followed by a qualitative one to provide a better understanding of the studied phenomenon. Quantitative data were collected from the automaker’s suppliers in both countries and analyzed using factor and inferential analyses. Qualitative data were obtained from the automaker’s purchasing executives, and from the company’s suppliers in both countries. Content analysis was used to analyze data.\u0000\u0000\u0000Findings\u0000Results suggest that both the source’s disseminative capacity and suppliers’ absorptive capacity had a positive effect on suppliers’ learning during knowledge transfers. The study also found out that cultural proximity among parties positively moderates the relationship between suppliers’ absorptive capacity and their learning. However, cultural proximity does not moderate the relationship between a source’s disseminative capacity and supplier learning.\u0000\u0000\u0000Practical implications\u0000This study’s findings are important to foster knowledge transfers by developing absorptive and disseminative capabilities in the automakers industry, in which the implementation of interorganizational learning is quite challenging due to the large number of strategic providers.\u0000\u0000\u0000Originality/value\u0000This study contributes to theoretical and conceptual consolidation of knowledge transfer, which includes cultural proximity among parties and the source’s and supplier’s disseminative and absorptive capacities, respectively. This study constructs and validates a model of knowledge transfer using a large automaker with a worldwide presence.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130361776","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 : 2023-02-02DOI: 10.1108/tlo-09-2022-0107
N. Galan
Purpose The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT). Design/methodology/approach A systematic literature review was conducted based on 91 empirical studies on KLT. Findings Part I of the study contributes to the advancement of KLT scholarship by mapping key developments in empirical research on KLT (publication trends, methodological and theoretical foci, heterogeneity of geographical, industrial and organizational contexts); encapsulating KLT antecedents associated with both voluntary and involuntary turnover; and revealing a broad scope of KLT effects at organizational and unit level. Research limitations/implications This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings. Originality/value Part I of the study offers a systematic synthesis of KLT empirical research with respect to KLT antecedents, outcomes and factors affecting them.
{"title":"Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part I)","authors":"N. Galan","doi":"10.1108/tlo-09-2022-0107","DOIUrl":"https://doi.org/10.1108/tlo-09-2022-0107","url":null,"abstract":"\u0000Purpose\u0000The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT).\u0000\u0000\u0000Design/methodology/approach\u0000A systematic literature review was conducted based on 91 empirical studies on KLT.\u0000\u0000\u0000Findings\u0000Part I of the study contributes to the advancement of KLT scholarship by mapping key developments in empirical research on KLT (publication trends, methodological and theoretical foci, heterogeneity of geographical, industrial and organizational contexts); encapsulating KLT antecedents associated with both voluntary and involuntary turnover; and revealing a broad scope of KLT effects at organizational and unit level.\u0000\u0000\u0000Research limitations/implications\u0000This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings.\u0000\u0000\u0000Originality/value\u0000Part I of the study offers a systematic synthesis of KLT empirical research with respect to KLT antecedents, outcomes and factors affecting them.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"2008 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127315745","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 : 2023-01-26DOI: 10.1108/tlo-06-2022-0075
M. Kalıpçı
Purpose This study aims to analyze the theoretical complexity that underlies purchase managers’ perceptions of their ability to take part in the implementation of a new back-office service strategy. Design/methodology/approach A survey of purchasing department managers in the Antalya (Turkey) region was conducted. The purchasing managers of Antalya’s five-star accommodation businesses comprise the research sample. Findings Within the scope of the study, 205 questionnaires were gathered. Factor analysis, correlation and regression analysis were applied to the obtained data. The learning organization (LO) consists of three factors (organization, group/team and individual), service innovation (SI) consists of two factors (employee innovation behavior and new service development) and technology acceptance (TA) consists of four factors (perceived usefulness, perceived ease of use, facilitating situations and social factors), according to the findings of the factor analysis. According to correlation analysis, LO, SI and TA all have positive and significant relationships. The LO has been observed to play an intermediary function in the relationship between TA and SI as a consequence of the analysis that determines the mediation effect. Originality/value This study which dealt with the dimensions of SI, TA and LO showed a proposed model which gives a better understanding of how the development of back-office system strategies is affected by LOs.
{"title":"The mediation model of learning organization, technology acceptance, and service innovation: accommodation purchase managers’ perceptions in Antalya, Turkey (Part II)","authors":"M. Kalıpçı","doi":"10.1108/tlo-06-2022-0075","DOIUrl":"https://doi.org/10.1108/tlo-06-2022-0075","url":null,"abstract":"\u0000Purpose\u0000This study aims to analyze the theoretical complexity that underlies purchase managers’ perceptions of their ability to take part in the implementation of a new back-office service strategy.\u0000\u0000\u0000Design/methodology/approach\u0000A survey of purchasing department managers in the Antalya (Turkey) region was conducted. The purchasing managers of Antalya’s five-star accommodation businesses comprise the research sample.\u0000\u0000\u0000Findings\u0000Within the scope of the study, 205 questionnaires were gathered. Factor analysis, correlation and regression analysis were applied to the obtained data. The learning organization (LO) consists of three factors (organization, group/team and individual), service innovation (SI) consists of two factors (employee innovation behavior and new service development) and technology acceptance (TA) consists of four factors (perceived usefulness, perceived ease of use, facilitating situations and social factors), according to the findings of the factor analysis. According to correlation analysis, LO, SI and TA all have positive and significant relationships. The LO has been observed to play an intermediary function in the relationship between TA and SI as a consequence of the analysis that determines the mediation effect.\u0000\u0000\u0000Originality/value\u0000This study which dealt with the dimensions of SI, TA and LO showed a proposed model which gives a better understanding of how the development of back-office system strategies is affected by LOs.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125603558","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 : 2022-12-23DOI: 10.1108/tlo-03-2022-0039
Y. Nakanishi
Purpose The purpose of this study is to propose a model of knowledge legitimation in organizational learning focusing on the relationship between power politics and legitimacy. Design/methodology/approach This study adopts the approach of a conceptual discussion. Findings This study developed an organizational learning model that explains how actors exercise their power and how knowledge is legitimated through politics. The author identified various factors that shape the politics; these factors trigger, enhance, facilitate and inhibit power exercise. This study also identified which type of power (influence, force, domination and discipline) leads to which type of legitimacy (pragmatic, moral and cognitive). Furthermore, this study found that power politics and organizational learning are interrelated; actors’ powers bestow legitimacy on knowledge, and knowledge enhances the power of related actors. Originality/value This study identified the set of factors that shape actors’ power exercise in organizational learning as well as their associated mechanism and illustrated how they lead to knowledge legitimation. The author also revealed the relationships between actors’ power and legitimacy of knowledge. Finally, this study elaborated on the findings of prior studies concerning politics of organizational learning.
{"title":"Politics-based knowledge legitimation model: power exercise in organizational learning","authors":"Y. Nakanishi","doi":"10.1108/tlo-03-2022-0039","DOIUrl":"https://doi.org/10.1108/tlo-03-2022-0039","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to propose a model of knowledge legitimation in organizational learning focusing on the relationship between power politics and legitimacy.\u0000\u0000\u0000Design/methodology/approach\u0000This study adopts the approach of a conceptual discussion.\u0000\u0000\u0000Findings\u0000This study developed an organizational learning model that explains how actors exercise their power and how knowledge is legitimated through politics. The author identified various factors that shape the politics; these factors trigger, enhance, facilitate and inhibit power exercise. This study also identified which type of power (influence, force, domination and discipline) leads to which type of legitimacy (pragmatic, moral and cognitive). Furthermore, this study found that power politics and organizational learning are interrelated; actors’ powers bestow legitimacy on knowledge, and knowledge enhances the power of related actors.\u0000\u0000\u0000Originality/value\u0000This study identified the set of factors that shape actors’ power exercise in organizational learning as well as their associated mechanism and illustrated how they lead to knowledge legitimation. The author also revealed the relationships between actors’ power and legitimacy of knowledge. Finally, this study elaborated on the findings of prior studies concerning politics of organizational learning.\u0000","PeriodicalId":365387,"journal":{"name":"The Learning Organization","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116851872","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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