Adoption, implementation and use of lotus notes in Singapore

Tung, Lai Lai; Tan, Jen Hong; Er, Jie-Kai; Lian, Keryn; Turban, Efraim

doi:10.1016/s0268-4012(00)00029-3

Cited by 8 publications

(3 citation statements)

References 9 publications

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“…; Lam ; Lee and Grover ; Louadi ; Tung et al . ), information processing (Turner and Makhija ), the development of a learning culture (Rebelo and Gomes ) and flexible approaches to training (Catts and Chamings ). When examining the disparate effects of structural elements on creativity and learning, centralization impeded creativity and was associated with lower levels of learning (Bucic and Gudergan ), while no relationship between formalization and either creativity or learning was observed (Bucic and Ngo ).…”

Section: Learning and Communicationmentioning

confidence: 99%

“…While creativity and learning were not central to Burns and Stalker's (1961) original theory, it follows that open communication could advance employee learning within organizations, and that psychological empowerment typically associated with less formalized and specialized organic structures could enhance employee creativity. Indeed, organic structures facilitated employee creativity (Pan et al 2012), organizational learning (Martínez-León and Martínez-García 2011), knowledge creation (Martínez-León and Martínez-García 2011), knowledge sharing (Cavaliere et al 2015;Lam 1998;Lee and Grover 1999;Louadi 1998;Tung et al 2000), information processing (Turner and Makhija 2012), the development of a learning culture (Rebelo and Gomes 2011) and flexible approaches to training (Catts and Chamings 2006). When examining the disparate effects of structural elements on creativity and learning, centralization impeded creativity and was associated with lower levels of learning (Bucic and Gudergan 2004), while no relationship between formalization and either creativity or learning was observed (Bucic and Ngo 2012).…”

Section: Creativity and Learningmentioning

confidence: 99%

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Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

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Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's () largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.

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Section: Learning and Communicationmentioning

confidence: 99%

Section: Creativity and Learningmentioning

confidence: 99%

Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…Especially the effects of organizational culture in IS implementation has brought about a body of studies (e.g. [2], [4], [16], [20], [23], [24], [29]). Recently many studies have been concerned with the part culture plays in achieving total quality through Total Quality Management (TQM) (e.g.…”

Section: Introductionmentioning

confidence: 99%