The Learning Organization

Complex adaptive systems as metaphors for organizational management : Table of Contents

Klara Palmberg — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS – system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation. Design/methodology/approach – The frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study. Findings – A classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow-up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS – system management – is presented including; metaphor, components and approaches. Originality/value – The case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.

Confucius Institutes: Distributed leadership and knowledge sharing in a worldwide network : Table of Contents

Hsi Chang Li, Sam Mirmirani, Joseph A. Ilacqua — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to focus on Confucius Institutes and assess the applicability of theories of leadership and knowledge sharing to multinational organizations and worldwide networks. Growth of multinational trade and decrease in international tension have facilitated the globalization of both profit-seeking and non-profit organizations. Changes in economic and political environment have also blurred the divide in management practices between these organizations. Design/methodology/approach – The research applies recent theoretical developments to analyze leadership and knowledge sharing of the highly successful Confucius Institutes. Operational similarities and differences between this global learning organization and multinational businesses are evaluated. Findings – Many similarities exist between the operations of the Confucius Institutes and multinational businesses. For both, strategic goals are achieved through the promotion of global expansion and the management practices of distributed leadership and knowledge sharing. The study makes clear the successful application of distributed leadership to a worldwide network. The Confucius Institutes reflect the cultural and social changes in China, combined with influences of global cultures. Findings suggest that distributed leadership is a suitable management style for coping with variant cultural and socio-political conditions globally. This leadership style, combined with a knowledge-sharing network, is also suitable for the situational variables encountered in making thousands of decisions across hundreds of global locations by both learning institutions and business organizations. Originality/value – The paper explores a relatively new area of the similarities and differences between global non-profit and business networks as learning organizations. The study is of value to both those managing and those studying such organizations.

Solidarity networks: what are they? And why should we care? : Table of Contents

Janel Smith — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to investigate the theoretical foundations of the solidarity network concept and its perceived utility as an enabling force for social organizations to influence change. The theoretical framework presented is intended to stimulate dialogue, interest and investigation on the subject of solidarity networks. Design/methodology/approach – The paper adopts a discourse analysis-type approach to developing a theoretical framework for conceptualizing solidarity networks through an analytical review of existing literature on solidarity and solidarity networks. It is through consideration of this literature that the “threads” of a theoretical model for solidarity networks are “woven” together. Findings – Based on the findings of the analysis the paper asserts that the following characteristics are among the defining elements of solidarity networks and help to form the basis of a theoretical framework that strives to create a more cohesive understanding and an applied exploration for future analytical investigations. These characteristics are: support for “broad” values, anti-oppression and vision-based solidarity for the future; the flexibility and adaptability of the network's organizational structure and issue-area(s) of focus; that network members are motivated by a sense of mutuality, or mutual self-interest; that network members are motivated by “high-order” values associated with the “public good”; and that there is a demonstrated ethic of social responsibility and social justice. Originality/value – The paper represents a theoretically-based approach to conceptualizing solidarity networks. It adds new dimensions to one's thinking about social networks as a form of social relationship and social network analysis (SNA) as a “tool” for describing social relationships.

Ten years of net work : Table of Contents

Patti Anklam — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to provide a perspective on the emergence of social media and their adoption as a critical element in knowledge management strategy. Social media are defined as the collection of software tools and web-based applications that are personalized, that is, that communications identify individuals by name and enable the development of human relationships. Specific tools and software applications include blogging, wikis, microblogging, social networking services, tagging, subscribing, and so on. Design/methodology/approach – The paper uses 1999 as a pivotal year, describing how research in social network theory preceded and then co-evolved with the development of applications during the dot. com boom and coincided with the emergence of a third phase in knowledge management, a phase in which the emphasis has been on enabling social networks as a primary focus for KM work. Findings – The paper presents a model for understanding how social media have augmented communication and collaboration methods and have introduced new dimensions in work practices, namely, peripheral awareness, crowd sourcing, and network maintenance. Practical implications – The paper puts forward a potential guide in helping practitioners to make sense of the plethora of social tools, social networking sites, and web applications, and to make better decisions about which tools to apply depending on specific circumstances and learning and knowledge management goals. Originality/value – The paper reflects the personal experience and practice of the author, who has worked in the field of knowledge management, collaboration, and networks, for over 20 years.

Value-creating networks: organizational issues and challenges : Table of Contents

Verna Allee — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to provide examples of evaluating value-creating networks and to address the organizational issues and challenges of a network orientation. Design/methodology/approach – Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been applied from shopfloor work groups to business webs and economic regions. It draws from a theory base of living systems, knowledge management, complexity theory, and intangible asset management. Findings – The paper provides an overview of a value network analysis method and examples and insights from its practical application. Research limitations/implications – The paper does not provide a detailed comparative analysis with social network analysis, but rather looks forward to where interest in social networks may evolve into continuing concentration on value-creating networks. Practical implications – Value network analysis provides an opportunity to overcome the “split” in business management practices, where human interactions and relationships reside in one world of models and practices, and business processes and transactions reside in another. The engineering approaches of the last two decades have focused on driving out variation, with the unanticipated consequence of stifling organizational agility and innovation. The more human-centric orientation of the value network perspective brings these two worlds together in a powerful, simple, and pragmatic way to model business activities. Originality/value – The paper augments and expands the growing application of social or organizational network analysis by pointing to a next generation of analysis and analytics that can support organizational effectiveness. The value network analysis method fills a gap between network theory and practical application for managers, executives, analysts, and researchers.

Mobilizing ideas in knowledge networks: A social network analysis of the human resource management community 1990-2005 : Table of Contents

Stephan C. Henneberg, Juani Swart, Peter Naudé, Zhizhong Jiang, Stefanos Mouzas — Mon Sep 28 08:59:09 BST 2009

Abstract:
Purpose – The purpose of this paper is to show the role of social networks in mobilizing how actors both impact and are impacted on by their colleagues. It seeks to compare the human resource management (HRM) academic community with two other comparable communities, and to identify those groups that are seen to work closely together. Design/methodology/approach – It is shown how social network analysis (SNA) can be utilized to analyse data in social networks, shedding light on the cliques and networks of people that work together over a period of time. This is based on an analysis of co-authored papers in the field of HRM between 1990 and 2005. Findings – It is shown how the HRM community has developed over time utilizing various SNA metrics and this community of scholars is shown to be less “dense” than comparable academic networks, being made up of several weakly-linked subcomponents. The paper also identifies the “ego-nets” of individuals that are indicative of different publishing strategies. Originality/value – The paper's contribution lies in the application of SNA to identify how groups interact over time, and how a large network can be systematically analysed to reveal the underlying structure.