Refine your search
Collections
Co-Authors
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Sar, Ashok K.
- Learning Organizations in Action:Evidence from the Downstream Hydrocarbon Industry in India
Abstract Views :342 |
PDF Views:13
Authors
Affiliations
1 School of Management, KIIT University Bhubaneswar, IN
1 School of Management, KIIT University Bhubaneswar, IN
Source
Parikalpana: KIIT Journal of Management, Vol 12, No 2 (2016), Pagination: 135-151Abstract
The objective of this study is to investigate the dynamics of organization development in the Indian downstream hydrocarbon industry. The qualitative approach adopted, allows author to understand better all the dynamics, challenges and complexities that characterize companies facing change. The author used public information, internet resources, in-house journals and companies' document to gather necessary information. In building a learning organization, organizations go through specific development stages: "(a) knowledge acquisition, (b) knowledge sharing, and (c) knowledge utilization". Six dimensions influence these three stages: (a) culture in organizations, (b) empowerment and leadership, (c) communication dynamics, (d) knowledge transfer, (e) employee quality, and (f) capability upgrading. If other case studies confirm or improve upon the author's suggestions, useful guidelines could arise for companies dealing with change management. This paper shows how three highly bureaucratic companies have built learning organizations to manage change effectively.Keywords
Learning Organization, Change Readiness, Hydrocarbon Sector, Knowledge Management.Full Text
References
- Amstrong, H. (2000). The Learning Organization: Changed Means to an Unchanged End. Organization Speak Out , 31 (6), 355-361.
- Arroyo López, P., Holmen, E., & de Boer, L. (2012). How do supplier development programs affect suppliers? Business Process Management Journal, 18(4), 680–707. http://doi.org/10.1108/ 14637151211253792
- Awasthy, R., & Gupta, R. K. (2012). Dimensions of the learning organization in an Indian context. International Journal of Emerging Markets, 7(3), 222–244. h t t p : / / d o i . o r g / 1 0 . 1 1 0 8 / 17468801211236956
- Bennett, J. K., & O’Brien, M. J. (1994). The Building Blocks of Learningg Organization. Training , 31 (6), 41-49.
- Crossan, M. M., Lame, H. W., & White, R. E. (1999). An Organization Learning Framework: From Intitution to Institution. Academy of Management Review , 24 (3), 522-537.
- Evans, F. J. (1998). Effective Leadership Depend upon Six Management Practices. Business Jornal Serving Frenso and the Central San Joaquin Valey , 32 (3), 27-32.
- Garvin, D. (1993). Building a learning organization. Harvard Business Review , 73(4), 78-91.
- Gephart, M. A., & Marsick, V. J. (1996). 1996. Training & Development , 50 (12), 34-44.
- Goh, S. C. (1998). Towards a Learning Organization: The Strategic Building Blocks. SAM Advanced Management Journal , 10 (4), 15-20.
- Hedgetts, R. M., Luthans, F., & Lee, S. M. (1994). New Paradigm Organizations: From Total Quality to World-Class. Organizational Dynamics , 23 (3), 4-19.
- Hitt, W. D. (1995). The Learning Organization: Some Reflections on Organizational Renewal. Leadership and Organization Development Journal , 16 (8), 17-25.
- Jeyavelu, S. (2006). Bharat Petroleum Corporation Ltd ( A ), 570.
- Lewis, D. (2002). Five years on – the organizational culture saga revisited. Leadership & Organization Development Journal, 23(5), 280–287. h t t p : / / d o i . o r g / 1 0 . 1 1 0 8 / 01437730210435992
- Locke, E. A., & Jain, V. K. (1995). Organizational Learning and Continuous Improvement. The International Journal of Organizational Analysys , 3 (1), 45-68.
- Moilanen, R. (2005). Diagnosing and measuring learning organizations. The Learning Organization, 12(1), 71–89. h t t p : / / d o i . o r g / 1 0 . 1 1 0 8 / 09696470510574278
- Pedersen, C. R. (1998). Manageent of Knowledge new IT craze. Computing Canada , 24 (27), 19-20.
- Personal, M., Archive, R., & Bandyopadhyay, K. R. (2010). Petroleum Pricing in India/ : Transition, (25905).
- Sector, P., & Companies, M. (2014). for RO / SKO Dealerships of, (January 2013).
- Senge, P. (1990). The Fifth Discipline. London: Random House Business Books.
- Stambaugh, D. M. (1995). Creating the Learning Organization - An Esential Ingredient for Attainining Customer Loyality. CPCU Journal , 48 (1), 35-49.
- Watkins, K. E., & Golembiewski, R. T. (1995). Rethinking Orgnization Development for the Learning Organization. The International Journal of Organizational Analysis , 3 (1), 86- 101.
- West, I., & Meyer, D. G. (1997). Communicated Knowledge as a Knowledge Foundation. The International Journal of Organizational Analysys , 5 (1), 25-58.
- Aligning Key Success Factors with Resources and Capabilities to Win in the Market Place
Abstract Views :394 |
PDF Views:2
Authors
Affiliations
1 KIIT School of Management, Kalinga Institute of Industrial Technology, IN
1 KIIT School of Management, Kalinga Institute of Industrial Technology, IN
Source
Parikalpana: KIIT Journal of Management, Vol 15, No 1&2 (2019), Pagination: 183-188Abstract
This paper aims to review the management developments on building resources and capabilities aligned to key success factors, with a view to lay direction for wining in the market place. This paper is prepared by an independent writer who adds impartial comments and places the articles in context. When resources and capabilities are developed duly aligned to the key success factors, managers are able to link the same to competitive advantage. In the absence of this alignment, resources and capabilities could become superfluous strengths, which are no more strategically relevant. Considering the changing pace of customer taste and preferences and competitive forces, aligning resources and capabilities to key success factors would help businesses to achieve competitive advantage. The paper provides strategic insights and practical thinking to win in the dynamic market place. The paper gives an easy to use framework for developing strategically relevant resources and capabilities.Keywords
Key Success Factors, Resources, Capabilities, Processes, Key Strengths, Key Weaknesses.Full Text
References
- Christensen, C.M. & Kaufman, S.P., 2015. Assessing your Organization’s Capabilities: Resources, processes and Priorities. Harvard Businesss Publishing.
- Christensen, C.M. & Overdorf, M., 2000. Meeting the challenge of disruptive change. Harvard Business Review, 78(2).
- Grant, R.M., 1991. The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3).
- Gupta, S., 2014. Creating Customer Value. Harvard Businesss Publishing.
- Hill, C., Jones, G. & Schilling, M., 2015. Strategic Management: An Integrated Approach 11th ed., CENGAGE Learning.
- Hofer, C. & Schendel, D., 1977. Strategy Formulation: Analytical Concepts, St. Paul: West Publishing.
- Lafley, A. & Martin, R., 2013. Playing to Win: How Strategy Really Works, Harvard Business Reviewl Press.
- McGrath, R., 2013. Transien. Harvard Business Reiew, (June 2013), pp.62–70.