This article proposes that a major problem limiting an organization's ability to develop organizational learning capacity is of organizational amnesia. To understand organizational amnesia, it is necessary to look at the various ways that organizational learning is defined. Organizational learning is not merely the process of acquiring knowledge. Rather, the learning that takes place at the individual's level has to be diffused to other parts of the organization. This, in turn, enables the organizations to make decisions that will enable it to respond and adapt to change and uncertainty. Specifically, this adaptation is brought about through double‐looping learning and involves a re‐examination of fundamental assumptions. This article defines organizational amnesia as the failure of organizations to learn reliably at the organizational level. Builds upon the work of Crossan et al. who provide a framework of organizational learning that involves four processes of learning. They argue that organizational learning involves the processes of intuiting, interpreting, integrating and institutionalising. It is proposed that organizational amnesia happens primarily due to the failure to effectively undergo the integrating and institutionalizing stage.
Purpose -This paper aims to propose the idea of linking the use of the balanced scorecard with scenario planning. Scenario planning emphasizes the development of a strategic plan that is robust across different scenarios. This ensures that the strategy implemented using the balanced scorecard is linked to external conditions and takes into consideration the expected changes in the environment. Design/methodology/approach -This paper examines the criticisms of the balanced scorecard and proposes the use of scenario planning as a way of overcoming some of these limitations. Findings -It argues that the use of scenario planning is capable of overcoming the lack of external orientation in the balanced scorecard. Scenario planning also helps make the balanced scorecard more reflective of changes that may appear in the future. This ensures that the scorecard developed is not merely a linear extension from the present. Research limitations/implications -Studies need to be undertaken to examine whether integrating scenario planning with the balanced scorecard leads to more effective strategy implementation. Practical implications -Adopters of the balanced scorecard need to recognize that developing a balanced scorecard system needs to be preceded by a strategy formulation process that incorporates an understanding of how future events may evolve. This can be achieved using scenario planning. Originality/value -This study is probably the first attempt to link the implementation of the balanced scorecard and scenario planning.
Strategic leadership competencies is distinct from the general notion of leadership. Strategic leadership is about leadership activities at higher levels of a firm. Strategic leaders require strategic thinking skills. There is considerable agreement on the nature of strategic thinking. It is about thinking creatively about strategic options and alternative ways to compete. However, not much has been discussed on what it takes to become a strategic thinker. In addition, the strategic leadership role often requires that leaders negotiate and manage internal politics. Strategizing is not always a simple and rational process. Strategic leaders also often find themselves having to initiate change to adapt to the lessons learned about discontinuities in the environment. This paper proposes that strategic leaders need to have a certain personality predisposition and develop 3 key competencies to be effective in their role. These competencies are strategic thinking, managing politics and change management.
PurposeThe purpose of this research is to show a preliminary examination of the effects of the development of the causal model of the strategy in the implementation of the Balanced Scorecard. Studies on the Balanced Scorecard adoption show that many organizations that adopted the Balanced Scorecard did not develop a causal model of their strategy. The study seeks to examine the differences in Balanced Scorecard implementation of adopters who developed a causal model of their strategy and those who did not.Design/methodology/approachMailed survey was used to collect the data.FindingsIt was found that Balanced Scorecard adopters who did not develop a causal model of their strategy experienced specific problems more than those who developed a causal model of their strategy. It affected the outcomes and ease of implementation of the Balanced Scorecard.Research limitations/implicationsThe small number of responses obtained in this study due to the relatively recent adoption of the Balanced Scorecard in Malaysia limits the generalizability of this study. However, it does provide insights on the hypotheses to be examined in future studies.Practical implicationsThe findings of this survey suggest that the successful implementation of the Balanced Scorecard requires that organizations develop and articulate a causal model of their strategy.OriginalityThis study is probably the first attempt to examine the role of causal model development in effective implementation of the Balanced Scorecard.
Purpose The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them. Design/methodology/approach A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed. Findings The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs. Research limitations/implications This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here. Practical implications This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs. Originality/value This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.
Purpose -The purpose of this paper is to identify a number of limitations of the theory on leader-member exchange (LMX). This paper aims to argue that under certain conditions high quality LMX can be dysfunctional. It proceeds to identify the antecedents and outcomes of dysfunctional LMX. Design/methodology/approach -This paper examines the theory on LMX and justice to identify the conditions that lead to dysfunctional LMX and its consequences. Findings -A review of the extant literature indicates that favouritism by the leader and the reliance on impression management by followers can lead to dysfunctional LMX. This can then lead to negative reactions from group members and undermine work group cohesiveness. Research limitations/implications -This paper points to new directions for research in LMX. It highlights the need to recognize that under certain conditions high quality LMX can be perceived as unfairness. Practical implications -Managers need to recognize issues needing their attention in developing quality exchange with their subordinates. Failure to address these issues can undermine work group performance. Originality/value -This study contributes to the debate on the role of LMX. Specifically, it attempts to add to the discussion in the emerging literature on dysfunctional LMX.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of the paper is to examine the impact of supply chain management (SCM) on the HRM practice of suppliers. The paper argues that the performance requirement in an SCM system requires that suppliers develop specific HRM practices. Design/methodology/approach -A structured interview was used to collect the data from seven companies. Findings -This paper found evidence to suggest that impact of SCM on the HRM practice of local suppliers is related to the extent of linkage the customers develop with their suppliers. Research limitations/implications -This paper relied on an examination of seven companies. This limits the generalizability of its findings. Practical implications -The findings of this paper suggest that a successful supplier-customer relationship is dependent on the suppliers developing specific HRM practices that will enable them to fulfill customer's requirements. Originality/value -This paper is probably the first attempt to examine how SCM affects the HRM practice of suppliers.
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