Course Learning Outcomes
Understand the concept of organisational capability and how it develops to be able to undertake a realistic organisational assessment
Synthesise ideas from different disciplinary areas such as Organisational Learning, HRM, Human Resources Development and Strategic
Integrate social, human and intellectual capital in order to understand the relationship between individual group and organisational capabilities
One of the reasons given for developing organisational capability is that it leads to ongoing competitive advantage or value adding. As a part of that there isoften a need to develop organisational learning and innovation capabilities though organisations often face challenges when seeking to develop thesecapabilities. Ricardo Chiva, Joaquin Alegre and Rafael Lapiedra have identified five organisational learning capabilities that include:
“experimentation, risk taking,interaction with the external environment, dialogue and participative decision making” (2007, 226).
In addition, Sofia Borjesson and Maria Elmquist havehighlighted challenges to the development of innovation capabilities at Volvo (2011).
Essay Question: You are asked to critically examine how an organisation might develop organisational learning and innovation capabilities, whatpitfalls might arise to limit this process and how they may be overcome? You should:
First, present a general overview of the literature on organisational learning capabilities, referring to the rhodel developed by Chiva et al. (2007) andone or more learning theories.
Second, evaluate the potential for organizational learning to deliver innovation capabilities that can lead toimproved outcomes. Use a wide range ofliterature to develop and support your argument.
Suggested Essay Readings
Borjesson, S. and Elmquist, M. (2011) ‘Developing Innovation Capabilities: A Longitudinal Study of a project at Volvo Cars’, Creativity and Innovation Management, 20 (3): 171-184.
Bolino, M., Turnley, W. & James M. Bloodgood (2002) ‘Citizenship Behavior and the Creation of Social Capital in Organization’, Academy of Management Review, 27 (4): 505-522.
Chaston, I., Badger, B. and Sadler-Smith, E. (1999) ‘Organisational learning: research issues and application in SME sector firms’, International Journal of Entrepreneurial Behaviour & Research, 5 (4): 191-203.
Chiva, R., Alegre, J. and Lapiedra, R. (2007) ‘Measuring organisational learning capability among the workforce’, International Journal of manpower, 28 (3/4): 224-242.
Chiva-Gomez, R. 2004) ‘The facilitating factors for organizational learning in the ceramic sector’, Human Resource Development International, 7(2): 233-249.
Kim, A. and Lee, C. (2012) ‘How does HRM enhance strategic capabilities/ Evidence from the Korean management consulting industry’, International Journal of Human Resource management, 23 (1): 126-146.
Lopez-Cabrales, A., Real, J. C. and Valle, R. (2011) ‘Relationships between human resource management practices and organizational learning capacity: the mediating role of human capital’, Personnel Review, 40 (3): 344-363.
McGill, M.E., Slocum, J.W., Lei, D. (1992). ‘Management practices in learning organizations’. Organizational Dynamics, 21 (1): 5-17.
Longenecker, C.O. and Ariss, S.S. (2002). ‘Creating competitive advantage through effective management education’. Journal of Management Development, 21 (9): 640 – 654.
Pfeffer, J. (2005). ‘Producing Sustainable Competitive Advantage through the Effective Management of People’. Academy of Management Executive, 19 (4):95-108.
Vanhala, M. and Ritala, P. (2016) ‘HRM practices, impersonal trust and organizational innovativeness’, Journal of Managerial Psychology, 31 (1): 95-109.
Chapter 4: ‘HRD needs investigation: an overview’ in Delehaye, B. (2011) Human Resource Development: managing learning and knowledge capital. 3rd edition. Tilde University Press.
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