Innovation intermediaries as agents for SMEs' organisational learning: a case study on the UCLA's global access program

2015 ◽  
Vol 10 (3/4) ◽  
pp. 294 ◽  
Author(s):  
Paolo Neirotti ◽  
Emilio Paolucci
Keyword(s):  
Organisational Learning ◽  
Innovation Intermediaries ◽  
Global Access ◽  
Access Program

scholarly journals The Perceived Differences in Interdepartmental Communication Regarding Organisational Formalisation: a Case Study of an International Company

2014 ◽  
Vol 7 (26) ◽  
pp. 265-278
Author(s):  
Elena Pruvli ◽  
Ruth Alas
Keyword(s):  
Intercultural Communication ◽  
Qualitative Case Study ◽  
Organisational Learning ◽  
Learning And Development ◽  
Two Cultures ◽  
Cultural Orientations

Abstract The goal of this paper is to study differences in communication between two cultures that are believed to belong to a low-context pole and represent “old“ and “new“ European. It is achieved in the context of the German-based MNE by investigation of the perceived differences between Estonian and Bavarian-based production units. An exploratory qualitative case study with ethnographic techniques proved that the reason for dysfunctional outcomes originated in how knowledge of norms was transferred and in differences in cultural orientations. It concludes that prior to organisational learning and development activities MNE managers should get training in intercultural communication

scholarly journals Organisational Learning with SaaS CRM – A case study of Higher Education

2018 ◽  
Author(s):  
Taiwo Oseni ◽  
◽  
Mehmood Chadhar ◽  
Sasha Ivkovic ◽  
Sally Firmin ◽  
...  
Keyword(s):  
Higher Education ◽  
Organisational Learning

Knowledge co-creation in Open Innovation Digital Platforms: processes, tools and services

2019 ◽  
Vol 34 (7) ◽  
pp. 1434-1447 ◽  
Author(s):  
Tindara Abbate ◽  
Anna Paola Codini ◽  
Barbara Aquilani
Keyword(s):  
Open Innovation ◽  
Single Case ◽  
Future Research ◽  
Case Study Method ◽  
Content Type ◽  
Digital Platforms ◽  
Innovation Intermediaries ◽  
Innovation Platform

Purpose The purpose of this paper is to understand how Open Innovation Digital Platforms (OIDPs) can facilitate and support knowledge co-creation in Open Innovation (OI) processes. Specifically, it intends to investigate the contribution of OIDPs-oriented to successfully implement all the phases of interactive coupled OI processes. Design/methodology/approach The paper carries out an exploratory qualitative analysis, adopting the single case study method. The case here investigated is Open Innovation Platform Regione Lombardia (OIPRL). Findings The case study sheds light on how OIPRL supports knowledge co-creation through its processes, tools and services as a co-creator intermediary. In its launch stage, the platform simply aimed at giving firms a tool to “find partners” and financial resources to achieve innovative projects. Now, however, the platform has developed into an engagement platform for knowledge co-creation. Research limitations/implications One limitation lies in the particular perspective used to perform the case study: the perspective of the digital platform itself. Future research should focus on the individuals engaged in the platform to better investigate the processes, tools and services used to implement the OI approach. Practical implications The paper suggests ways in which OIDPs could be used by firms for effective exploration, acquisition, integration and development of valuable knowledge. Originality/value The study conceptualizes the role of OIDPs in shaping knowledge co-creation, assuming that the platforms act as Open Innovation Intermediaries (OIIs). Specifically, OIDPs can be observed to function as “co-creator intermediaries” that define, develop and implement dedicated processes, specific tools and appropriate services for supporting knowledge co-creation activities.

scholarly journals The unexpected benefits of reflection: a case study in university-business collaboration

2018 ◽  
Vol 10 (1) ◽  
pp. 50-62 ◽  
Author(s):  
Darryll Bravenboer
Keyword(s):  
Cultural Change ◽  
Return On Investment ◽  
Integrated Approach ◽  
Organisational Learning ◽  
Learning Culture ◽  
Valuable Insight ◽  
Content Type ◽  
Business Context ◽  
Business Collaboration

Purpose The purpose of this paper is to present an overview of the development process and outcomes from a six-year collaboration between Halifax Bank (part of the Lloyds Banking Group) and Middlesex University between 2010 and 2016 in the UK. The collaboration involved the construction of work-integrated higher education programmes that were, from the outset, predicated on clear return on investment criteria for the Bank. One unexpected outcome from the collaboration was the emergence of critical reflection as a valued business benefit that, it is argued, has the potential for significant cultural change within the organisation. Design/methodology/approach This case study discuses how “productive reflection” can lead to an integrated approach to organisational learning. The study is located in the context of Halifax’s specific organisational objectives established following the banking crash of 2008. Quantitative and qualitative evidence is considered to illustrate the extent to which the “return on investment” criteria established by Halifax have been achieved. Findings The case study indicates that the challenging business context of the financial crash of 2008 provided the impetus for a sustained collaborative development that allowed the potential pitfalls of restricted learning opportunities to be addressed resulting in an integrated approach to organisational learning. In addition to the organisation’s return on investment criteria being met, there is evidence that the work-integrated approach has raised the prospect of productive reflection becoming part of an emerging learning culture. Originality/value The scale and sustained period of the university-business collaboration is unique and provides valuable insight into how an organisation’s learning culture can be affected by a work-integrated approach. In demonstrating the perceived business value of productive reflection, the case presented illustrates how learning can start to become considered as a normal aspect of working life.

scholarly journals Improving Municipal Information and Knowledge Management Capabilities: Case Study

2012 ◽  
Vol 11 (04) ◽  
pp. 1250023 ◽  
Author(s):  
Jean-Pierre Booto Ekionea ◽  
Gérard Fillion ◽  
Vivi Koffi
Keyword(s):  
Knowledge Management ◽  
Organisational Learning ◽  
Maturity Model ◽  
Organisational Performance ◽  
Learning School ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
Different Levels ◽  
Information And Knowledge Management

This study aims to better understand the process of knowledge management capabilities (KMC) development at the municipal context to assess its impact on organisational performance. This process is a part of the organisational learning school that promotes organisational learning processes and knowledge accumulation that could be spread over time and in different levels of maturity. Thus, using the KMC maturity model (KMCMM) which has five levels of maturity, this study helps to better understand the phenomenon of KMC in the municipal context.

scholarly journals Special Access Denied: A Case Study of Health Canada's Special Access Program

2006 ◽  
Vol 2 (2) ◽  
pp. 27-34
Author(s):  
Timothy Christie ◽  
Marianne Harris ◽  
Julio Montaner
Keyword(s):  
Access Program
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