Knowledge sharing is a key challenge for modern organizations, especially in periods of uncertainty such as that of the current pandemic. This conceptual paper argues that intergenerational learning (IGL) is a useful intervention to address the challenge of knowledge sharing in the New Ways of Working. We conducted an integrated literature review based on the PRISMA methodology. Our findings reveal the limited adoption of reverse mentoring in practice, indicating the need to have a more curated intervention to promote knowledge sharing in modern organizations. We advance the discourse about reverse mentoring with the aim of overcoming its challenges and presenting a self‐driven approach to sharing the tacit knowledge inherent in an organization. The study contributes by presenting a conceptual model of IGL that promotes knowledge sharing during the COVID‐19 pandemic through the leveraging of the multi‐generational workforce's diversity. Further, the study has implications for practice that can aid effective knowledge management in the current times.
Purpose Research in entrepreneurial cognition has called for a better understanding of interactions between contextual variables and cognitive processes. Based on previous work done on organizational learning and social networks, the purpose of this paper is to propose a formal model in which information acquisition, distribution and interpretation are tested as a function of cognition-based trust, perceived expertise and tie strength between organizational members in two different corporate entrepreneurship (CE) types. Design/methodology/approach The authors conduct a quantitative analysis based on network data in two companies located in India. Special procedures known as quadratic assignment procedure and multiple regression quadratic assignment procedure were used to run the correlations and multiple regressions, respectively. The authors complement this analysis with interviews and qualitative information to build a rich description in each of these cases. Findings The results indicate moderate support for the model. The evidence suggests that between both types of CE types, domain redefinition requires higher levels of tie strength, trust and perceived expertise. Sustained regeneration shows moderate significant results in tie strength, and cognition-based trust. Originality/value The authors combined insights on social network and organizational cognitive processes to analyze interactions between context and cognition. The authors were also able to compare two different companies. The authors found consistent results regarding tie strength, but the authors also found differences between both companies, which suggest that different CE types tend to require different dynamics between context and cognitive processes.
Purpose The study aims to address what is organizational cynicism, review past literature to find out what leads to organizational cynicism, its consequences for organizations, and pinpoint practical implications for managers. Design/methodology/approach This review is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and finally, adds his own impartial comments and places the articles in context. Findings The effects of organizational cynicism on employees are strong and rising. The review points to the need for paying serious attention to the concept of “organizational cynicism”, which is an attitudinal negativity and if left unchecked, can cost the organization dearly. However, with interventions in place, perhaps, organizations can control the negative effects of organizational cynicism. Originality/value Based on a selective literature review, the article anchors on the change perspective of organizational cynicism and offers a number of learning and development implications for managers.
Organizational learning has received increasing attention from scholars for mainly three reasonsdebate about the level of analysis, questions about existing organizational theories, and concerns over a robust methodology for measuring learning process. Previous studies have strongly recommended researchers to give more attention towards relationships between people and how those relationships affect people in the organizational learning process. To address these concerns and gaps in literature, a process-based view of organizational learning is adopted consisting of four distinct subprocessesinformation acquisition, information distribution, information interpretation, and organizational memory. This study advances the measurement of organizational learning process using social network analysis and develops measures of organizational learning subprocesses that are multilevel and are able to provide a snapshot of the current process of organizational learning within the organization. This study using a multi-theoretical, multilevel perspective to examine organizational learning networks has important implications for methodological advances and managerial practices.
Three problems beset the literature on organizational learning-confusion about who learns (individuals, groups, or organization), absence of a robust theory, and tools for measurement. Social network analysis, it is argued, can be used to capture organizational learning at multiple levels, to capture relational data (expressed as linkages between actors), and can yield actionable insights for changes within the organization. Two subprocesses of organizational learning, information acquisition and distribution, were measured using social network analysis in a decade-old consultancy fi rm in India.Results reveal who shares information with whom, who goes to whom for information, who is bypassed, who hoards, how groups interact, and how much information is shared at the organizational level. The study provides a deeper understanding of how "people" relationships affect learning at various levels.The theoretical and managerial implications of the approach taken to measure organizational learning using social network analysis are discussed.
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