ORGANIZATION AND MANAGEMENT THEORY DIVISION.

This research brings together the concepts of corporate branding and organizational learning in order to develop the competitive advantage of an organization. Corporate brand management has increasingly been seen as a strategic key issue from the point of view of shareholders / owners, top management and other stakeholders. This is due to the fact that in the ever increasingly turbulent, dynamic and competitive markets, corporate brands are ways of creating trust, stability, and differentiation in the market. Organizational learning prioritizes the creation and acquisition of new knowledge, and emphasizes the role of people in the creation and utilization of that knowledge. In this way, organizational learning presents an important route to performance, success and competitive advantage for the organizations. The strategic marketing literature reflects a growing interest in the role of competitive environment on a firm's marketing strategy and performance. Drawing on organizational learning theory and strategic choice theory, it is argued that a firm's strategic adaptation occurs through managerial perceptions of its corporate identity, which then contributes towards its corporate branding. The focus of this research paper is on exploring the impact of organizational learning on corporate branding of the firm. While the importance of these issues has been widely accepted, to date the linkages between organizational culture, learning, corporate branding and corporate identity have scarcely been examined together in the literature, particularly from an empirical perspective. There is some evidence that organizational learning is associated with employee commitment to enhance the corporate brands, but only a few studies have focused on the effect of culture and learning on corporate identity and corporate branding. This research paper explores the relationship between the two broad concepts, with empirical research on data collected from 5 retail organizations within the UK market.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesSYMPOSIUM ABSTRACTS ORGANIZATION & MANAGEMENT THEORY.Published Online:13 Dec 2017https://doi.org/10.5465/apbpp.2001.27464058AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents a collection of symposium abstracts about organization and management theory, including a look at organizational culture in the twenty-first century, research on understanding contemporary organizations as space, and a study on the diffusion and adoption of health care innovations.FiguresReferencesRelatedDetails Vol. 2001, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 2001 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsMANAGEMENT -- AbstractsORGANIZATION -- AbstractsMEDICAL care -- AbstractsCORPORATE culture -- AbstractsABSTRACTSDownload PDF

Organizational learning theory is motivated by the observation that organizations learn by encoding inferences from experience into their behavior. It seeks to answer the questions of what kinds of experiences influence behaviors, how and under what circumstances behaviors change, and how new behaviors are stabilized and have consequences for organizations’ adaptation to their environment. Organizational learning research has as key mechanisms innovations and other triggering events that lead to major behavioral change, knowledge accumulation and experimentation that encourage incremental change, and interpretations that guide each of these processes. Organizational learning research has gained a central position in organizational theory because it has implications for organizational behaviors that also affect other theoretical perspectives such as institutional theory, organizational ecology, and resource dependence. Key research topics in organizational learning and adaptation are (a) organizational routines and their stability and change, (b) performance feedback and its consequences for organizational search and change, (c) managerial goal formation and coalition building, (d) managerial attention to goals and organizational activities, and (e) adaptive consequences of learning procedures. Each of these topics has seen significant research, but they are far from completing their empirical agenda. Recently, organizational learning research has been very active, especially on the topics of routines, performance feedback, and attention, resulting in a strong increase in learning and adaptation research in management journals.

In global environmental governance, numerous new international organizations have emerged from dozens of multilateral treaties signed over the last 30 years. This paper focuses on intergovernmental organizations in an organizational theory perspective with a particular focus on organizational learning processes. It explores where and when international organizations exhibit organizational learning with significant effects on the organizations' internal structure and behavior. Key hypotheses from principal-agent theory and organizational learning theory are tested in eight case studies of international organizations involved in global environmental governance. The analysis shows that organizations engage in three forms of learning: reflexive learning, adaptive learning, and no learning. Explanations of the observed variation depend on specific learning mechanisms, change agents in leadership functions and external triggers such as pressures from governments or nongovernmental actors.

Background: Organizational learning theory has retained considerable attention in the past decades from a wide array of academic disciplines in social sciences. Yet few integrative efforts have satisfactorily offered a comprehensive and systematic articulation of the concept of organizational learning with regards to: (a) its core constitutive dimensions and associated mechanisms; (b) the analytical levels from such mechanisms operate (e.g., workers, teams, organizations); as well as (c) their interplay. Methods: This article builds on a critical synthesis of predominant approaches in organizational learning theory (i.e., structural functionalist, social constructivist and middle range approaches), highlighting the contributions of each approach on the key analytical elements guiding our inquiry (i.e., core dimensions and associated mechanisms, analytical levels, interplay). Drawing from the work of sociologists Anthony Giddens and Margaret Archer on agency-structure theory, we develop a series of theoretical propositions supporting the Organizational Learning Practices (OLP) concept as a unifying heuristic tool. Results: OLP are defined as a set of collectively shared practices held by members of a given organization embedded in normative, political, and semantic dynamics. At the heart of such dynamics lies organizational knowledge as a power resource pivotal to the sustainable development of organizations, as well as that of their members. Conclusion: OLP offer promising answers to on-going debates in organizational learning theory, and we conclude by discussing concrete guidelines to advance research and practice on OLP.

PurposeThe purpose of this paper is to examine how the design and implementation of learning models for performance management can foster continuous learning and quality improvement within a publicly funded, multi-site community hospital organization.Design/methodology/approachNiagara Health’s patient flow performance management system, a learning model, was studied over a 20-month period. A descriptive case study design guided the analysis of qualitative observational data and its synthesis with organizational learning theory literature. Emerging from this analysis were four propositions to inform the implementation of learning models and future research.FindingsThis performance management system was observed to enable: ongoing performance-related knowledge exchange by creating opportunities for routine social interaction; collective recognition and understanding of practice and performance patterns; relationship building, learning for improvement, and “higher order” learning through dialogue facilitated using humble inquiry; and, alignment of quality improvement efforts to organizational strategic objectives through a multi-level feedback/feed-forward communication structure.Research limitations/implicationsThe single organization and descriptive study design may limit the generalizability of the findings and introduce confirmation bias. Future research should more comprehensively evaluate the impact of learning models on organizational learning processes and performance outcomes.Practical implicationsThis study offers novel insight which may inform the design and implementation of learning models for performance management within and beyond the study site.Originality/valueFew studies have examined the mechanics of performance management systems in relation to organizational learning theory and research. Broader adoption of learning models may be key to the development of continuously learning and improving health systems.

Organizational learning theory has long examined how organizations learn to perform better as they accumulate experience. Although experience accumulation is inherently related to the timing of the repeated activities carried out by an organization, the direct relationship between activity timing and organizational learning has not been examined explicitly in the literature and remains an open question. Organizational learning theory contains two competing perspectives on how timing should impact learning—one suggesting that iterating faster is better for learning and one suggesting that taking more time between iterations is more helpful. Here, we reconcile these perspectives and develop a theory about the boundary conditions between them, arguing that, in general, iterating more rapidly enhances learning but that iterations of novel or complex activities, or ones following recent failure, benefit from a slower pace. We conduct tests of this theoretical perspective using data from the entire history of the orbital satellite launch industry from 1957–2017, and we find broad support for our theory and hypotheses.

This chapter examines the impact of organizational learning on organizational performance in two countries. Using a multi-group structural equation modeling approach on data from 203 Slovenian and 202 Croatian companies, it tests the impact of the organizational learning process on financial and non-financial performance (NFP). The results show consistent findings between both countries under investigation (which vary only in terms of effect strength). First, the organizational learning process connects information processing with behavioral and cognitive changes. Second, organizational learning has a very strong direct impact on NFP (reflecting performance from employee, supplier, and customer points of view). Third, the effect of organizational learning on financial performance (measured in terms of return on assets and value added per employee) is also positive and strong, but indirect and exhibited through NFP. Finally, no direct effect on financial performance has been observed in any of the two cases. This paper advances the theory and practice of organizational learning by uncovering one specific aspect of the context in which organizational learning processes occur. It is the first of its kind to control for the contextual variables of national culture and economic development regarding the organizational learning – performance link.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesCRITICAL MANAGEMENT STUDIES Conference Symposia Abstracts.Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.2006.22897580AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractAbstracts related to the topic of management studies are presented. They include "Local Solidarity: Historical/Contemporary Experiments in Socially Responsive Business Development," "Resisting the Frame: Conversations in Organization and Management Theory," and "The Question of Value: Critical Analysis of Value and Value Creation in Organizations."FiguresReferencesRelatedDetails Vol. 2006, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 2006 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsMANAGEMENT researchSOCIAL cohesionCOOPERATIONSOLIDARITYABSTRACTSVALUEDownload PDF

A new theory of learning organization bordering evolutionary economics and management is introduced. It is referred to as an evolutionary learning organizational theory of behavior, decision-making, and goals of wellbeing in the larger context of the organization in a systemic sense of organic relations. The structure, functions, and analytical features of such an organization are studied in the context of an epistemological approach in order to lay down the inherent theory. This leads to a mathematical and rigorous explanation of the theory in a comparative and contrasting light with other contributions on learning organizations. The exemplification of the unique theory of evolutionary learning organization is found to exist in Islamic epistemological context. The chapter is made for this particular case within a generalized system model of wellbeing for decision-making of the firm that overarches intra-system and inter-systems at large.

Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multi-disciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesORGANIZATIONAL COMMUNICATION AND INFORMATION SYSTEMS DIVISION.Published Online:13 Dec 2017https://doi.org/10.5465/ambpp.1993.10317200AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents several research papers which discuss various issues regarding organizational communication and information systems divisions. The paper "Influence of Computer Communication Use and Network Structure on Work Networks and Performance in a R&D Organization" analyzes usage and network data among mentors and interns at a R&D organization for associations among communication networks and influences on interns performance. It is not how much one uses a system, but how one is located in that system's network, that most affects performance. The paper "Transaction Costs in Information Technology Mediated Exchange," evaluates the proposition that advanced information technology applications (IT) in interfirm relationships reduce the transaction costs of exchange. Using a sample of 166 insurance agencies employing interorganizational IT with a matched non-IT control group, transaction cost determinants are evaluated using discriminant analysis. The paper "Knee-Jerk Anti-Loopism and Other E-mail Phenomena: Oral, Written and Electronic Patterns in Computer-Mediated Communication" reports on an empirical investigation into the on-going electronic interaction of a natural distributed group.FiguresReferencesRelatedDetails Vol. 1993, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 1993 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsBUSINESS communicationCOMPUTER networksINFORMATION technologyORGANIZATIONAL behaviorTRANSACTION costsINFORMATION resources managementDownload PDF

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesORGANIZATIONAL COMMUNICATION & INFORMATION SYSTEMS Conference Symposia Abstracts.Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.2010.54517084AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents abstracts on topics about organizational communication and information systems which include the importance of perception and differences in globally distributed teams, bicultural leaders' identity, and electronic human resource management systems.FiguresReferencesRelatedDetails Vol. 2010, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 2010 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsABSTRACTSTEAMS in the workplace -- AbstractsCOMMUNICATION in organizations -- AbstractsIDENTITY (Psychology) -- AbstractsINFORMATION resources management -- AbstractsDownload PDF

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesEARLY-MOVER STRATEGY OF ACUISITION THROUGH PRIVATIZATION IN EMERGING ECONOMICES: A TEST OF CONTINGENT RESOURCE-BASED VIEW.KAREN D. W. PATTERSONKAREN D. W. PATTERSONPublished Online:13 Dec 2017https://doi.org/10.5465/ambpp.2004.13863290AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractA recent theoretical approach in organization theory is to integrate contingency theory and the resource-based view, labeled the "contingent resource-based view." Unlike the traditional approach based on the assumption of linear alignment between environmental context and strategic choices, we conceptualize fit moderated by resource acquisition. A model is presented in which the traditional external fit has been shaped by valuable resource acquisition. To examine the integrated new theory, we investigate the entry-timing strategy adopted by U.S. investors acquiring privatized former state-owned enterprises in the context of emerging economies. We identify economic-political, cultural, and autonomous uncertainties as main environmental characteristics that may directly affect early-mover strategy but moderated by critical resource acquisition. Our empirical evidence strongly supports that fit as moderation is an appropriate way to understand the emerging integration between contingency theory and the resource-based view.FiguresReferencesRelatedDetails Vol. 2004, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 2004 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsFIRST-mover advantageCONSOLIDATION & merger of corporationsENTERPRISE resource planningORGANIZATIONAL researchCONTINGENCY theory (Management)STRATEGIC planningPRIVATIZATIONEMERGING marketsCHOICE (Psychology) -- ResearchDECISION making -- ResearchBUSINESS planningRESOURCE managementDownload PDF

This research paper aims at providing a robust understanding about the managerial competencies in both public and private firms. At present, the competency management is widely recognized horizon in developed and developing countries. The paper attempts to explore how managers try to resolve the grievances at their workplaces. This exploratory study is qualitative in nature and data were gathered by conducting twelve semistructured interviews with public and private managerial employees. The current research extensively focuses on exclusive competencies utilized by managers of public-private setups. Both the organizational learning theory and competency management frameworks helped to shape the managerial competencies. This study included work-oriented experiences and subjective perspectives of managers and the working styles were also identified. Drawing on the lens of organizational learning and competencies, peculiar informal practices and strategies were established and managed for effective management. The insightful research findings provide great debate that managers are encountered with many performance issues and they apply multiple competencies like planning & monitoring work, judgment ability, influence, communication, teamwork and integrity & self-awareness which significantly redress the employee impediments, performance pitfalls and organizational predicament. These competencies motivate the managers to perform well; ultimately they contribute in uplifting the organizational image from deterioration. The organizational learning theory has great contribution and it plays a vital role for establishing the manager-competences. The managers collectively need a more interactive approach and clear vision. It is noteworthy here that further research calls emerge for more explanatory mechanism based on subjective perceptions which produce a distinctive combination of factors which may influence and diversify the employee competencies.