Mcdp Mathieu Weggeman

The Structuration of Organizational Learning

Although it is currently common to speak of organizational learning, this notion is still surrounded by conceptual confusion. It is unclear how notions like learning, knowledge and cognitive activities can be applied to organizations. Some authors have tried to unravel the conceptual and ontological problems by giving an account of the role of individuals in organizational learning. However, this has not yet led to an agreed upon analysis. In this article we use structuration theory to overcome the dualism of individual and organization in organizational learning. We support, illustrate and elaborate our structurationist perspective by an ethnographic and historical study of an industrial research laboratory. We show how organizational learning evolves from distributed social practices, creatively realized by knowledgeable individuals, and illustrate how these practices are enabled and constrained by existing structur

Knowledge sharing mechanisms in industrial research

Previous research has firmly established the importance of knowledge sharing in Research and Development (R&D) settings. However, current theories provide only fragmented insights into the origination of knowledge sharing, and thus offer limited guidance for knowledge management practices in R&D. To integrate and extend these fragmented insights, we undertook two exploratory field studies of knowledge sharing in industrial research organizations. The contributions of this study are the following. First, we introduce three dimensions that differentiate origination mechanisms for knowledge sharing. Second, we show that some of these mechanisms correspond to mechanisms assumed in particular streams of literature, whereas others have been neglected till now. Third, based on our field studies, we show that each of these knowledge-sharing mechanisms have a different value for industrial research practices. Therefore, knowledge management in R&D should facilitate and stimulate a broad portfolio of knowledge-sharing mechanisms.

Managing learning in informal innovation networks: overcoming the Daphne-dilemma

In this article we discuss the nature and productivity of informal innovation networks, i.e. informal collaborative arrangements between organizations engaged in product or process innovation. Such networks can be used in any phase of the innovation process, but their informal nature makes them especially suited for its fuzzy front end. We explore their potential in technology exchange and learning on the basis of a combination of organization network theory and knowledge management theory. We discuss issues in network governance and network operational management and discuss the basic dilemma – which we named the Daphne-dilemma – facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential.

DEVELOPING WHAT CUSTOMERS REALLY NEED: INVOLVING CUSTOMERS IN INNOVATIONS

Involving users in new product design and development is in itself not a new phenomenon. Academic research on the subject, however, is relatively new. Since this new millennium research on user involvement in innovations has multiplied, exhibiting that firms who actively involve users in their innovation process can benefit from this initiative, even though literature also warns us for relying too much and too actively on the participation of customers in innovation. However, research is mainly descriptive and explanatory of nature, and is seldom a prescription for firm managers on what to do should they decide to involve their customers in an innovation initiative. This paper addresses this omission in literature and tries to give some first building blocks for a protocol for firms that want to involve their customers in innovations. This protocol will be the result of the authors further research on literature, previously executed projects by the author, expert interviews and a design and development process, in continuation of this paper.

Conspiring fruitfully with professionals: New management roles for professional organisations

Professionalism still is on the way up. However, the working methods of managers and professionals do not develop at the same pace. Professionals often seek out their workplace within an organisation but then proceed to act as soloists, which makes fragmentation, mediocrity and non‐commitment the rule rather than the exception. The manager’s reflex dictates that he/she tackles problems with control and command, resulting in all sorts of conflicts. It is argued that this dysfunctional habit can be corrected by introducing a clear division of roles: professionals manage the primary process, managers the secondary processes. Peace then will be restored but fragmentation, mediocrity and non‐commitment are still evident. We have found heuristically that these core problems only can disappear when professionals and managers tackle them in a concerted action by developing a collective ambition, investing in mutual learning and setting performance standards. Although professionals’ loner genes hold them back in concerted action on these matters, they can overcome this resistance when managers are willing and able to orchestrate a dialogue on these matters. This is a tall order, but the core problems can thus be transformed into inspiration, growth and dedication.

Quality systems in health care: a situational approach

Many views on quality management in professional service firms derived from ideas of industrial quality management. It seems that in the area of professional services these ideas are taken over without much criticism. For instance, the ideas on quality control and quality assurance generally are heavily based on the ISO 9000 standards. In The Netherlands the PACE-standards have been deduced from the ISO 9000 standards for application in hospitals. In this paper it has been argued that in many cases a more situational approach will be preferable. A global framework for a quality system in a professional service firm has been presented. This framework has been compared with the restrictions for quality systems in hospitals, following from the PACE-standards.