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Exploring the Selection of Organizat...

Chambers, Bridgette-Gregory.

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Exploring the Selection of Organizational Learning Inputs in a US Based Services Firm.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Exploring the Selection of Organizational Learning Inputs in a US Based Services Firm./
Author:	Chambers, Bridgette-Gregory.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
Description:	117 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
Contained By:	Dissertation Abstracts International79-08A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10747469
ISBN:	9780355770179

Exploring the Selection of Organizational Learning Inputs in a US Based Services Firm.
Chambers, Bridgette-Gregory.

Exploring the Selection of Organizational Learning Inputs in a US Based Services Firm. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 117 p.

Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.

Thesis (D.B.A.)--Northcentral University, 2018.

Customers demand more of businesses. Obstacles to satisfying customer demand abound. Market fluctuations, volatility, and uncertainty combine with the speed of technology, competitive threats, and talent constraints, to challenge company leaders at the helm of their organization with the goal of navigating obstacles and operating with a competitive advantage. The problem examined herein involved the overlooked connection between innovation, learning, and knowledge. Without holistic understanding the connection between knowledge and innovation/competitiveness, organizational leaders unknowingly left spend, productivity, and innovation at risk, and thus, their assets underutilized. To contribute to solving this issue, this qualitative, single case study, conducted with a US-based software-services firm, focused on the identification of vital components needed to form an Organizational Learning Inputs (OLI) framework, which is the framework necessary to guide the selection of content essential to sustain ongoing learning initiatives that the firm deems necessary to support strategic plans and innovation, thought to impact the overall competitiveness or success of the firm. The development of an OLI framework concentrated on filling a knowledge gap that previously hindered a holistic understanding of Organizational Learning (OL) and the relationship to competitiveness and innovation. In anticipation of a new or elaborated theory, the research design included grounded theory and case study methods designed to answer research questions and provide a baseline of qualitative data where little existed. The results of the analysis provided an initial description of the most significant components and process utilized to determine OLI. Moreover, results supported an elaboration of 4I and 5I OL frameworks. Themes observed that inform and unified the OLI process included strategy, innovation, productivity, compliance, and tacit knowledge v. explicit knowledge. Application of the findings in practice or research provides a path to connect the interplay of knowledge, learning, and innovation. This interplay is critical, as it leads to improved competitiveness for the firm. Future research should exploit the opportunity to develop new or elaboration of theory and frameworks.

ISBN: 9780355770179Subjects--Topical Terms:

516664
Management.

Exploring the Selection of Organizational Learning Inputs in a US Based Services Firm.
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