Guest editorial

Pauget, Bertrand; Chauvel, Daniele

doi:10.1108/tlo-11-2017-0113

Cited by 8 publications

(12 citation statements)

References 29 publications

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“…Besides, the fact that the volunteering activities are seen as the best choice is in line with Prenger et al (2019) who claim that teachers' collaboration in communities develops their knowledge, skills, and attitudes. Furthermore, it complements the findings of Pauget and Chauvel (2018) and Sprinkle and Urick (2018) by providing empirical evidence not only on the appropriateness of using the volunteering activities as an IGL strategy but also on the individual and organizational factors that influence its selection. As aforementioned, volunteering activities are fostered by the enhancements in employees' psychological profile (interpersonal trust), institution's human capital (collaboration and commitment), and institution's structural capital (institutional policy, organizational culture, and organizational memory).…”

Section: Resultsmentioning

confidence: 70%

Intergenerational learning in private higher education institutions: strategies and factors of influence

Leon

2023

JPCC

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PurposeThis research aims to identify the most suitable intergenerational learning strategies for the private higher education institutions, using the analytic network process.Design/methodology/approachIn order to achieve this goal, two private higher education institutions from Curacao and Spain are analyzed. Data are collected based on a systematic literature review and Delphi studies and processed using the analytic network process.FindingsThe results show that teachers also learn at the workplace not only through the formal educational system but also through volunteering activities, mixed-aged teams, and mentoring, which are the most appropriate strategies for fostering intergenerational learning in the private higher education institutions. Besides, their selection is strongly influenced by institution's structural capital (namely, institutional policy, organizational culture, organizational memory) and by employees' psychological profile (such as interpersonal trust, knowledge self-efficiency, motivation).Originality/valueThis research helps the policymakers to prepare for the upcoming aging society by providing them with a viable tool for selecting the most suitable IGL strategy. Furthermore, it supports strategic thinking and scenario development by emphasizing how the situation could change if the importance of the individual and organizational factors varies.

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Section: Resultsmentioning

confidence: 70%

Intergenerational learning in private higher education institutions: strategies and factors of influence

Leon

2023

JPCC

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“…As noted in the introduction, most studies have been conceptual (Pauget and Chauvel, 2018; Satterly et al. , 2018; Sprinkle and Urick, 2018) or based on qualitative analyses (Alfrey et al.…”

Section: Research Gapsmentioning

confidence: 99%

“…, 2018), training (Krull et al. , 2022; Pauget and Chauvel, 2018), storytelling (Alfrey et al. , 2017; Park et al.…”

Section: Introductionmentioning

confidence: 99%

“…Given the fact that the study of corporate amnesia is still in its infancy (Sumbal et al, 2020), practitioners and scholars have focused on showing how the classical professional development strategies, such as mentoring (Al-Zoubi et al, 2020;Curtis and Taylor, 2018;Satterly et al, 2018), training (Krull et al, 2022;Pauget and Chauvel, 2018), storytelling (Alfrey et al, 2017;Park et al, 2020;Tenorio et al, 2020) and mixed-aged teams (Weijs-Perree et al, 2020), as well as knowledge sharing strategies, such as the use of enterprise social networks for inter-and intra-organizational knowledge sharing (Leon et al, 2017;Sarra et al, 2020), communities of practice (Al-Zoubi et al, 2022;Jia et al, 2022), and serious games (Spanellis et al, 2020;Sprinkle and Urick, 2018) could serve as viable tools for avoiding knowledge loss. There are, however, several pitfalls occur.…”

Section: Introductionmentioning

confidence: 99%

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Preparing for Industry 5.0: a methodology for avoiding corporate amnesia

Leon,

Rodríguez-Rodríguez,

Alfaro-Saiz

2023

IMDS

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PurposeThis research sought to identify the best strategy for avoiding corporate amnesia in the context of the Industry 5.0 and an aging society.Design/methodology/approachTo achieve this goal, a multi-phase methodology based on analytic network process was proposed and tested in one of the biggest companies in the bakery industry.FindingsThe results highlight that online communities of practice and storytelling are the best way to avoid corporate amnesia. The most important factors are commitment, work satisfaction and organizational culture. Commitment and work satisfaction also enhance the use of online communities of practice, while work satisfaction and organizational culture foster the use of storytelling.Originality/valueThis article proposes a nexus between knowledge management and operations management. This research also presents a decision-making tool that can help managers determine the most appropriate strategy for avoiding corporate amnesia.

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“…When employees perceive that their treatment and engagement by the organization resonates with the laid down organizational values and that they are perceived as critical players in the organizations, they feel duty bound to reciprocate. This reciprocity emanates from perceived and experienced SE (Antony et al, 2018), through actions of organizational support such as; training, development, motivation, and promotion (Pauget & Chauvel, 2017). Organizational processes are one of the mirrors through which employees view the organization from; micro, meso, and macro-levels, with correspondent effects on the perceptions and attitudes they consequently develop.…”

Section: Affective Commitmentmentioning

confidence: 99%

Affective commitment: A Comparative Study across Variant Units and Ranks of the National Police Service, Kenya

Mbugua¹

2020

IJBSS

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Many researches on organizational leadership of security services lack attention on organizational commitment, and by extension on its key dimension: affective commitment. Similarly studies on the National Police Service of Kenya have majorly focused on corruption, ignoring the critical place of affective commitment: the construct which reflectsthe extent to which employees are emotionally attached to the organization. This study was then carried out to identify the perception levels of affective commitment across the units and ranks of National Police Service, Kenya. Analysis revealed an overall low level of affective commitment (mean= 2.806) with the middle rank range of sergeant to senior sergeant having the highest level (mean= 2.843). From the findings,the service then needs to adopt an organizational leadership practice that focuses on enhancing affective commitment across its units and ranks, if officers are to offer quality service in line with the envisaged vision.

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Guest editorial

Cited by 8 publications

References 29 publications

Intergenerational learning in private higher education institutions: strategies and factors of influence

Intergenerational learning in private higher education institutions: strategies and factors of influence

Preparing for Industry 5.0: a methodology for avoiding corporate amnesia

Affective commitment: A Comparative Study across Variant Units and Ranks of the National Police Service, Kenya

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