Organisational learning as an emerging process: the generative role of digital tools in informal learning practices

 Increasing attention is paid to organisational learning, with the success of contemporary organisations strongly contingent on their ability to learn and grow. Importantly, informal learning is argued to be even more significant than formal learning initiatives. Given the widespread use of digital technologies in the workplace, what requires further attention is how digital technologies (eg, massive open online courses—MOOC) enable informal learning processes. Drawing from Complex Adaptive Systems (CAS) theory, in this paper we advance a conceptual model for examining this important topic. The two dimensional matrix and the micro-level description of informal learning activities presented provide a framework for both further research on technology-mediated practices for informal learning, as well as the design of formative contexts for learning to occur.

Organisational and professional commitment of early career accountants: do mentoring and organisational ethical climate matter?

This study assesses the effects of mentoring and organisational ethical climate (OEC) on the organisational and professional commitment (PC) of early career accountants (ECAs) (i.e. accounting graduate recruits with three or less years of working experience). The empirical data are based on a questionnaire survey from 86 ECAs in Australian public accounting firms, and hypothesis testing utilises partial least squares analysis. Our results indicate when a career development style of mentoring is adopted there is greater organisational as well as PC. By contrast, a social support mentoring style has no significant impact on organisational commitment (OC) and a negative effect on PC. Further, our data also reveal OEC to be positively associated with OC, and OC in turn having a positive impact on PC. The results imply that fostering a career-focused mentoring environment and an OEC can increase an ECA's OC and PC. These results have various implications for human resource management at both the accounting firm and professional levels.

Individual and organisational factors associated with the use of seclusion in disability services

Background: Seclusion is a restrictive intervention that results in some form of containment and social isolation of a person from others. Little is known about the relationships between individual and organisation factors and the use of seclusion in disability services. Method: The reported use of seclusion in disability services in Victoria, Australia, was examined over a 3-year period, with a focus on the characteristics of those who were secluded (n = 146) and the characteristics of organisations that reported seclusion compared to others who were reported to be restrained but not secluded (n = 2,482). Results: Results from a logistic regression showed that the individual factors of age, the presence of autism and/or a psychiatric disorder put people at risk of being secluded. In terms of organisational factors, receiving accommodation services in institutions or in the community and the location of the organisation were risk factors. Conclusions: The findings are consistent with previous research but add to this literature by showing that certain organisational characteristics are also risk factors for seclusion. Understanding these factors is important in order to help disability support staff find other more ethical and appropriate alternatives to seclusion.

Social capital and organisational commitment at higher education institutions

This study compares the extent of the influence of non-tangible forms of social capital on organisational commitment at Universiti Sains Malaysia (USM), in Penang, Malaysia and two universities in Sumatra, Indonesia, which are, Universitas Andalas and Padang State University. In this study, Universitas Andalas and Padang State University will be represented by APU. Amongst the academic staff at USM, three social capital factors-collective action and shared values, relational trust and cooperation, and cohesive bonds and connectivity through participation-have a strong positive impact on affective and normative commitments. At APU, only the factor of cohesive bonds and connectivity contributes to affective commitment. Collective action and shared values as well as cohesive bonds and connectivity were shown to have contributed to higher normative commitment. Relational trust and cooperation, which are important indicators of social capital, did not seem to have any impact on the three organisational commitments. At USM, continuance commitment was negatively related to cohesive bonds and was not related to any other predictive variables. At APU, higher collective action and shared values reduced continuance commitment.

When is it OK to learn at work? The learning work of organisational practices

Purpose – The purpose of this paper is to examine the use of “learning” through what we have termed “integrated development practices”. These are common organisational practices that both enhance organisational effectiveness and contribute to organisational and employee learning.Design/methodology/approach – The paper analyses the ways in which learning and being a learner were talked about and enacted with regard to one of the integrated development practices identified in a study of four different organisations – safety practices, and how learning and being a learner regarding safety were legitimate in one of the organisations. Data are drawn from semi‐structured interviews with members of a variety of workgroups in one major division of the organisation.Findings – Interviewees' responses reflected that learning was fully embedded as an accepted part of a necessary function of the organisation. This use of a learning discourse is discussed in the light of findings from an earlier study on informal learning at work that suggested that learning and the identity of being a learner were sometimes resisted in the everyday culture of work.Originality/value – Using the theorisations of practice of Schatzki and the lifelong education framework of Delors the paper discusses the implications of these findings to examine when it is acceptable to articulate learning as part of work and be identified as a learner at work.

Management control systems and organisational learning: the effects of design and use

Purpose – The purpose of this paper is to present a study on relationships between the design of management control systems (MCS), the use of MCS and organisational learning (OL). Design/methodology/approach – This study adopted a survey method. A written questionnaire was prepared and mailed out to collect quantitative data. After analysis of the empirical results, follow-up interviews were conducted to develop a deeper understanding of the empirical results. Findings – Findings of the study show that both the design and use of MCS are significantly associated with levels of OL activities in organisations, and the use of MCS is found to be a more influential factor in OL. Originality/value – This paper contributes to the accounting literature by providing empirical evidence on the relative impacts of the design and use of MCS on OL activities in organisations and the interaction between the design and use of MCS in influencing OL.

Measuring organisational capabilities in the higher education sector

Purpose – Drawing on the resource-based view (RBV), the purpose of this paper is to develop a framework and instrument to measure the organisational capabilities of university schools/ departments. In doing so, this study provides evidence of the way competitive resources are bundled to generate organisational capabilities that give university schools/departments a sustainable competitive advantage. Design/methodology/approach – A questionnaire to measure the resources that contribute to the capabilities of university schools/departments was developed. Constructs were determined, and the questionnaire was refined based on an analysis of responses from 166 Heads of schools/departments across all 39 Australian public universities. Findings – Heads conceive of the development of capabilities within their schools/departments along the core operating functions of research, teaching, and networking. Reliability and supplementary analysis confirm these constructs have strong convergent and discriminant validity as well as internal consistency. Research limitations/implications – The findings confirm that effective management and coordination of research, teaching, and networking with important stakeholders are keys to success. The framework and instrument developed in this paper also provides the opportunity to investigate university performance through the perspective of the RBV, which will enhance the understanding of the determinants of universities’ performance. Practical implications – The framework and questionnaire developed in this study can be utilised by Heads as a diagnostic tool to gain an understanding of their department’s/school’s organisational capabilities in the areas of research, teaching, and networking. Originality/value – This paper is the first study to develop a framework and questionnaire to measure organisational capabilities for university academic schools/departments.

Seven Models for applying Inquiry for Organisational change

Appreciative inquiry is a collaborative and positive approach to change developed by David Cooperrider. The approach is built on the assumption that every organisation has a 'positive core' that has contributed to its previous successes as well as its current strengths, potentials and assets. This presentation outlines how members of an organisation, such as a school community, can be involved, through collaborative storytelling and analysis, to identify their institution's positive core; a process that enhances every participants' energy, vision and actions for change. The steps will demonstrate how appreciative inquiry can be a practical leadership tool for change with a range of purposes. This presentation provides seven innovative ways that appreciativeinquiry can be applied and an Al template for use in diverse organisational settings.

Trust and technology in modern inter-organisational relationships: a study in the petrochemical industry

 This research provided fresh insights into the role of trust and technology in modern inter-organisational relationships (IORs). The study highlighted the importance and contribution of various aspects of IORs in the petrochemical industry; however, it emphasised the role of trust and technology as pivotal to business success. The study was undertaken in Iran, where the petrochemical industry faces a great many sociopolitical and economic challenges, where the situation is volatile, and where the lack of trust and shortage of suitable technology to support global trade, accentuate the intricate web of dependencies between those aspects influencing the development and maintenance of business-to-business (B2B) relationships.

Organisational downsizing and knowledge sharing

Organisational downsizing has proven a popular strategic intervention in the new globalised competitive business environment. Yet surprisingly little research has been conducted in the knowledge management domain to help scholars and managers better understand the effects of downsizing on organisational knowledge sharing. This paper reports some of the key findings from an interpretive investigation of organisational knowledge sharing in a division of large Australian organisation where downsizing had recently taken place. The findings reveal structural and cultural effects stemming from downsizing, and shows how these effects influenced knowledge sharing. The paper provides sets of knowledge-based impacts of downsizing on (1) organisational structure and (2) organisational culture at the case organisation. Important implications for knowledge management research and practice are discussed.

Impact of individual coping strategies and organisational work–life balance programmes on Australian employee well-being

This paper examines several individual coping strategies and employees' perception of organisational provision of work–life balance (WLB) programmes with a sample of 700 Australian employees. The combined effects of individual coping strategies and organisational provision of WLB programmes on employee affective well-being are examined, using structural equation modelling. Results indicate that individuals with positive attitudes and life coping strategies were more capable of achieving overall well-being. Both monetary- and non-monetary-based organisational WLB provision had no direct association with employee well-being, but had indirect effects via individual coping strategies to help employees achieve better well-being. Employee well-being was found to have a stronger association with individual effort than organisational deliberation in providing WLB programmes. Theoretical and practical implications of these study outcomes are discussed.