In much of the current discussions on business environments, a recurring theme both for academics and practitioners is that it is marked by inherent uncertainty (unknown unknowns). Hence, knowledge workers must have skills and understanding of the possible ways to navigate through and adapt to constant change. However, the tendency of prevailing approaches to curriculum development to focus on (static) learning outcomes, we argue, is not appropriate to train young people to adapt to the unpredictable working environment. Instead, more dynamic approaches to curriculum are required, which would instead focus on learning as a continuous relearning and emergent process of adaptation and stimulate students' inquiry and intellectual and creative skills. This paper approaches the issue by discussing the opportunities of using scenario thinking and development together with a personal learning environment and network (PLE&N) for co-creating a curriculum with students, teachers, and practitioners in higher education. In short, the methodology underpinning scenario development recognizes that uncertainty can be best dealt with and understood from the perspective of a range of possibilities and multiple futures through a facilitated, coherently structured process. PLE&N, on the other hand, serves as a learning space which stimulates self-regulated and network-based learning. The paper contends that curriculum informed by such a design methodology would lead to more frequent and appropriate updates as well as equip students with skills to work in a volatile, uncertain, complex, and ambiguous (VUCA) environment.
The main promise of new, digitally enabled and hybrid learning environments is to enable future-ready knowledge workers by equipping them with business and digital competences. However, business education (BE) research often focuses on the problems of instructional design and individual disciplines, rather than on the challenges of developing a holistic knowledge and competences required to ensure students’ long-term employability. This paper, to address this gap, approaches BE as a knowledge dynamics field that consists of rational, emotional and spiritual knowledge and proposes a related framework to serve as a guide for developing and analyzing a hybrid learning environment (HLE) that would support BE. Then, it uses the developed framework in an interview-based study to understand the students’ perceptions of how the implementation of an HLE in postgraduate course stimulated knowledge dynamics for BE. The results show that the HLE stimulated different aspects of knowledge due to the diversity of modes of learning-Face-to-Face (F2F) and online, the diversification of learning sources and the internationalization of the course-level curriculum. These results pave the direction for teachers to use the knowledge framework as a compass for future implementations and evaluations of similar methods.
PurposeBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.Design/methodology/approachTwo multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.FindingsThe data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.Practical implicationsManagers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.Originality/valueThe authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.
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