The Uncertain Relevance of Newness: Organizational Learning and Knowledge Flows.

Schulz, Martín

doi:10.2307/3069409

Cited by 599 publications

(387 citation statements)

References 55 publications

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“…For example, Schick (2001) argues that performance measurement should be presaged by wider organizational changes, including greater managerial flexibility, if it is to succeed. Studies have found that flexibility and its flipside, centralization are antecedents to organizational learning (Moynihan and Landuyt 2009;Schulz 2001) and performance information use (Willis, Mastrofski, and Weisburd 2007). Over a decade ago, Schick (1997) conjectured that public sector reform could see an evolution in the role of the budget officials, moving away from a traditional emphasis on micro-financial controls, to a sustained attention to the performance of agencies, both in terms of technical efficiency but also how they allocate their resources.…”

Section: Organizational Factorsmentioning

confidence: 99%

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Moynihan

Pandey

2010

Journal of Public Administration Research and Theory

519

501

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This article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. Governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. This article examines the antecedents of selfreported performance information use from a survey of local government managers. The results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use.

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Section: Organizational Factorsmentioning

confidence: 99%

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Moynihan

Pandey

2010

Journal of Public Administration Research and Theory

519

501

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“…De forma semelhante, Schulz (2001) explora algumas definições e a evolução conceitual dos principais autores relacionados à aprendizagem organizacional e sugere três níveis de aprendizagem tendo como base os modelos de Levitt e March (1988) e March (1991: a) codificação: a organização aprende com base em codificações de inferências construídas a partir de experiências e rotinas (Levitt e March, 1988), identificada no Quadro 1 como aprendizagem de ciclo simples; b) exploration: baseado em buscas, variações, risco, experimentação, flexibilidade e inovação (March, 1991), relacionada à aprendizagem de ciclo duplo; c) exploitation: ênfase no refinamento, escolhas, eficiência, implementação, execução (March, 1991), refere-se à dêutero-aprendizagem. A proposta desenvolvida por March (1991) Fiol and Lyles (1985) Lower-level learning Higher-level learning Senge (1990) Adaptative learning Generative learning Garratt (1990) Operational (Sinkula, Baker e Noordewier, 1997;Claycomb e Germain, 1997;Baker e Sinkula, 1999a).…”

Section: Tipos De Aprendizagem Organizacionalunclassified

Processo de aprendizagem organizacional e desempenho empresarial: o caso da indústria eletroeletrônica no Brasil

et al. 2006

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O objetivo deste artigo é o de investigar a relação entre as diferentes dimensões do processo de aprendizagem, a intensidade de reação das organizações aos eventos do mercado e os resultados que são alcançados. Para isso, foi desenvolvido e testado um modelo teórico, contendo as relações hipotetizadas entre os referidos elementos organizacionais, aplicando a técnica de modelagem de equações estruturais. O estudo demonstrou que a orientação para aprendizagem pode potencializar significativamente a aprendizagem de ciclo simples e de ciclo duplo nas organizações, afetando direta e indiretamente a capacidade de resposta da empresa.

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“…Ambos & Ambos, 2009;Björkman, Barner-Rasmussen, & Li, 2004;Driffield, Love, & Menghinello, 2010;Gupta & Govindarajan, 2000;Monteiro et al, 2008;Schulz, 2001Schulz, , 2003Tsai, 2001Tsai, , 2002, or analyzed patent citations (Kotabe et al, 2007), investigating problemistic search in response to particular challenges allows developing a more nuanced view of how knowledge inflows that may appear in these summary measures are actually initiated in practice.…”

Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning

confidence: 99%

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Tippmann

Scott²,

Mangematin

2014

Journal of World Business

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Knowledge flows are a key source of advantage for multinational corporations (MNCs). As research on subsidiary knowledge flows to date has mostly focused on organization-level investigations, often using quantitative methodologies, the nuances of knowledge flows practices and their micro-foundations require further theoretical development. Using detailed qualitative data on 40 cases of subsidiary managers" knowledge mobilizations, this paper unravels some of the micro-level practices of knowledge mobilizationsin MNCs. We find that subsidiary manager"s knowledge mobilization practices initiate a complex pattern of subsidiary knowledge inflows, pinpointing the significance of lateral and bottom up exchanges (locally as well as internationally)and the emergent nature of utilizing practices, specialist skills and expertise, as well as experience and advice to develop solutions. We use these insights to distinguish between two types of subsidiary knowledge flows: deliberate and emergent knowledge flows and highlight how their differences have profound implications for the investigation of subsidiary and MNC knowledge flows and their microfoundations.

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The Uncertain Relevance of Newness: Organizational Learning and Knowledge Flows.

Cited by 599 publications

References 55 publications

The Big Question for Performance Management: Why Do Managers Use Performance Information?

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Processo de aprendizagem organizacional e desempenho empresarial: o caso da indústria eletroeletrônica no Brasil

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

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