bluuebunny/crossref_metadata_2025_split huggingface dataset:
Creative use of technology for learning and development: avoiding controlling tendencies
Authors: Cunningham Ian 
Published: September 2007

PurposeThe purpose of this article is to challenge assumptions about e‐learning and its use in organizations; to show how organizations can take a more sophisticated stance on the use of technology for learning.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for organizations to re‐examine some of their assumptions about the use of technology. Also organizations need to make e‐learning more user friendly and more appropriate for individual needs.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals – for example it shows how organizations can use free resources instead of buying into expensive commercial material.Originality/valueThe article will be of value to managers and learning specialists who are involved in decisions about learning strategies.
E‐learning: your flexible development friend?
Authors: Bell Jane 
Published: September 2007

PurposeThe purpose of this paper is to set out developments in the world of e‐learning using examples of new technologies being developed and used in the UK.Design/methodology/approachProvides a viewpoint on the developments in the world of e‐learning.FindingsThe paper sets out how e‐learning is becoming more widely used and more versatile as technology changes. It highlights the barriers that can get in the way of people engaging with online learning and shows how to avoid these issues. It sets out the advantages to businesses and learners and gives examples of applications for different learning needs. The development and use of haptics is explored as an example of cutting edge practice.Practical implicationsThe paper provides a wake‐up call for any professionals who are not engaging with the most recent technological innovations. E‐learning is here to stay and is advancing rapidly – organizations need to stay abreast of developments if they are to compete effectively in the global marketplace.Originality/valueThe value of this article is to show learning and development professionals some of the benefits of using e‐learning approaches – flexibility, cost effectiveness, time efficiency and adaptability to learner preferences.
Online collaboration: how can it boost personalized learning?
Authors: Noonan Jerona 
Published: September 2007

PurposeThe purpose of this paper is to examine how collaboration services can support the development and learning process, to the benefit of both the individual and broader organization.Design/methodology/approachThe paper explores how sophisticated online collaboration solutions complement face‐to‐face training and follow‐up coaching and support by replicating much of its physical functionality and two‐way communication capability.FindingsIn a training context, audio, video and conferencing tools have historically been used for the purposes of individual coaching or reinforcement. Yet increasingly, they are recognized as having much broader application in such areas as mentoring, coaching and training, so enhancing both personal development and the acquisition of wider business management skills.Practical implicationsIn achieving this, it shows how collaboration has moved on from its traditional focus on one‐to‐many to providing one‐to‐one unified communication through the use of tools such as chat and feedback mechanisms including e‐quizzes, votes and surveys. Availability is one thing, usage is another however and here, if they are to encourage maximum participation and usage in a training context, such tools must be easy to deploy, easy to use and offer ubiquitous access.Originality/valueThe value of this approach is to show how, from a training perspective, the latest collaboration services offer a uniquely broad and cost‐effective mechanism in getting beyond traditional geographical, cultural and technological barriers to share work‐related skills, techniques and product knowledge.
Corporate intranets: how can they give a new meaning to training and development?
Authors: Denton Keith 
Published: September 2007

PurposeThe paper explains how a corporate intranet can be used for something more than an electric library. The critical step is to not assume the intranet is for information sharing, but rather should be seen as a powerful tool rapid, relevant, and specific feedback.Design/methodology/approachThe paper explains how to combine data visualization software and the corporate intranet to provide relevant feedback and be a collaborate tool. An employees own desktop, can be used every day to show each person what is important, where they are headed, and how they are doing.FindingsResearch has consistently shown the importance of teams having a common vision, and for the need to create subordinate goals and objectives that fit within a larger context.Originality/valueThe value of the paper is to explain how the intranet can be something more than simply a way to share information; rather it can be used to help manage learning within an organization and makes it far easier to implement training and development initiatives.
Rapid e‐learning software: what should we be looking for?
Authors: Alcock Mike 
Published: September 2007

PurposeThe purpose of this paper is to provide learning and development professionals with a succinct overview of what they should expect from any rapid e‐learning software.Design/methodology/approachProvides a viewpoint on rapid e‐learning software.FindingsThe paper makes a sound case for investment in rapid e‐learning software. It cites a number of key drivers including the ever‐reducing lead times for new e‐learning; the savings that can be made and the control that can be regained by developing product in‐house. Any rapid authoring tool should enable the user to create a simple course within minutes of launching the software. In addition, it should provide the following features as a minimum: intuitive user interface; interactivity with other applications; options for collaborative working – e.g. server side development; accessibility and good after sales support. The paper goes on to explore some of the additional characteristics that provide greater value and emphasizes the speed at which these products are changing, making it imperative that learning and development professionals keep themselves up to date with the changing marketplace.Practical implicationsFor anyone looking to source authoring tools, this article gives invaluable advice on the features any purchase should provide. It will particularly assist those with little experience in the area as well as providing timely reminders and suggestions for those more familiar with the world of e‐learning software.Originality/valueIt highlights the benefits and features that should without question be incorporated into any rapid e‐learning software and identifies a number of examples of added value features that buyers should look out for.
Personal technology orientation in R&D: a tool to intensify organizational learning
Authors: Manaikkamäkl Pauliina 
Published: September 2007

PurposeThe paper introduces a tool to intensify organizational learning during a new technology development process.Design/methodology/approachThe study used a participatory approach and a series of interviews carried out in five new technology development case projects in the field of wireless communication. The paper reflects the findings to one case study.FindingsThe paper introduces the concept of a personal technology orientation as a practical tool for managers and other key persons to intensify an organization's learning process in adopting new technology solutions by offering important data in a right form for every person.Practical implicationsThe paper has real practical implications for leaders/managers and learning and development professionals in field of technology development.Originality/valueThe paper provides useful information for managers in the area of technology development or technology management.
The archetype of excellence in universities and TQM
Authors: Anninos Loukas N. 
Published: September 2007

PurposeThe paper aims to present and interpret excellence through the parchments of the ancient Hellenic philosophy and the different schools of management thought and its application in the university context.Design/methodology/approachThe approach taken in the paper is theoretical and is based on the writings of ancient Hellenes philosophers and management researchers, a semasiologic analysis of the term “excellence” in Hellenic and its content in the university context and a comparison with the basic principles of total quality management (TQM).FindingsThe findings of the paper support the view that the ancient Hellenes philosophers had a substantial contribution in the development of excellence and TQM fundamental concepts, as proved by their writings 2,400 years ago. It is worth mentioning that the termaristeia(excellence, in Hellenic) hides in it, as appears from the analysis of the word, the idea of good in an exemplary way and the factors that constitute the teachings of TQM.Practical implicationsThe paper brings out the essence of excellence and proves that deep understanding of the concept of excellence leads to a virtuous personal life which leads in good citizenship in the wider social context that result in a constantly improving and transformative academic or professional life.Originality/valueThe paper presents the meaning of excellence through the combination of knowledge from the ancient Hellenic philosophy, management, Hellenic language and TQM.
OM of manufacturing: exploring futuristic manufacturing perspectives
Authors: Check Teck Foo 
Published: September 2007

PurposeTechnology is fast transforming how we supply both services and products. With virtual reality technology rapidly becoming available and much user friendlier and affordable than before, the next challenge is to supply not just products but also dreams. The purpose here is to explore the possibilities in manufacturing the dreams of customers.Design/methodology/approachInstead of literature from psychology, the paper taps on deep Indian philosophy to explore the unconscious. For the unconscious is the source of dreams. The ancient, Indian OM is widely accepted in spiritual circles as the primordial sound of the universe. Using this OM symbol as a metaphor, the paper suggests that deep dimensions of competition – and roots for future excellence – may lie in creating products that are the dreams of customers.FindingsThe paper then explores from the ancient Indian conceptualization of dreams to the current practices in supplying products to customers. It finds large corporations are more members of a supply or rather, innovation driven chain. That is despite being in an age of knowledge‐driven economy. Perhaps, the chain is too rigid, sequential a word. A better metaphor may be as part of a molecular structure, one that interconnects one organization with several other firms globally.Research limitations/implicationsThe community of global manufacturers has yet to realize that the key driver behind the customers' relentless pursuit of quality and low prices – and as is argued here, increasingly, their dreams – may lie deeply hidden within the realms of their unconscious.Practical implicationsWhat is emerging is a triangulated polarization in terms of organizing of functions: conceptualization of product in the USA, with services (soft but labor intensive aspects) in India and the hard, implementation and manufacturing as well as production routed to China. The full impact of what is raised in this paper will be realized later as and when global manufacturers seek to conceptualize products not just for the US markets but also for the swelling demand in China and India.Originality/valueWith the rapid rise of both Indian and Chinese economies with enormous impact on global management, it is essential for scholars to integrate ancient philosophy. Given the tremendous pressures to meet demand of the future, interactions‐oriented, internet‐based customers, manufacturing organizations may have to design newer, technology‐enabling forms for the organizing of the dreams of customers.
Historical origins and development of economic rationalism
Authors: Gates Donald K. , Steane Peter 
Published: September 2007

PurposeThe purpose of this paper is to trace the development of economic theory to the point where “economic rationalism” is a commonly used term.Design/methodology/approachThe paper draws on earlier research and published works examining: the history of economics; economic rationalism; and the different influences in comprising basic economic concepts.FindingsThe analysis of writing indicates that rationalism has been a focus of discussion in economic writing since Classical times, through to the “rational” influence in economic policy making from neoclassical economic writing. But, the specific term “economic rationalism” gained wider usage after Pusey's book. From that time, the term was used outside academia as a disparaging means to criticise economic theorists and policy makers.Research limitations/implicationsThe research is limited by the ability to examine all the literature in the field in greater depth. However, this has been ameliorated by examining a sufficient sample of literature relevant to the concept of rationality in economic theory and policy.Practical implicationsThis paper provides a useful critique – from the classics to the modern era – of the contribution made to economic theory and practice. It provides managers with a comprehensive historical overview.Originality/valueThis paper fulfils an identified need and gives support to executives and managers who have doubts about theological justification for some values and accountability procedures being employed in policymaking.
Excellence – 25 years evolution
Authors: Mi Dahlgaard‐Park Su , Dahlgaard Jens J. 
Published: September 2007

PurposeThe purpose of this paper is to present and discuss/reflect on some well‐known excellence frameworks or models in order to understand the development in the contents of excellence during the last 25 years and to understand the problems or limitations which such kind of models still may have.Design/methodology/approachThe studies examine some leading excellence frameworks and models and discuss/identify their strengths as well as weaknesses. The chosen models and frameworks are Peters' and Waterman's eight excellence attributes (1982), Peter's and Austin's simplified excellence model (1985), lists of best practices (1998), Xerox excellence models (1990, 2002), the European excellence model (1992), Dahlgaard‐Park and Dahlgaard's 4P model (1999, 2004) and Toyota's 4P model.FindingsGenerally, excellence models and frameworks are inspired by the Japanese practices and they recognize the importance of the soft dimension of organizational realities. However, there are tendencies to interpret these models from reductionist and positivistic view and ignore the human aspect and the soft dimension when organizations try to implement the model in their struggle to achieve excellence. 4P model and the four aspects of organizational realities can reduce these negative tendencies.Originality/valueThe study documents how the selected leading models and frameworks about excellence have been developed and practiced during the last 25 years with identification of each frameworks background, strengths and limitations.
From total quality management to corporate sustainability based on a stakeholder management
Authors: Zink Klaus J. 
Published: September 2007

PurposeThe purpose of this paper is to analyze the development of total quality management (TQM) from the very beginning to the present and to give a proposal for a redefinition for the future.Design/methodology/approachTo reach this purpose, experiences and problems from the past are described and corporate sustainability as a new frame discussed.FindingsMany attempts to imitate the “Japanese Way” in Western companies failed, because they were only using some instruments (often focused on product quality) and not understanding the necessity of a fundamental change of culture. Globalization and international competition lead to the introduction of National Quality Awards and their use by a growing number of companies. But the term of “quality” was not promoting these concepts, therefore all international award models do not use the term quality any longer. And as TQM has also been driven by consultants, many companies gave up this approach. As the contents of TQM are still a necessity for any organization, one has to look for a new headline representing identical contents. Using, e.g. the early ISO definition of TQM one can see that sustainable success has been related to a stakeholder approach. Therefore, corporate sustainability based on a stakeholder approach would be a future‐oriented concept to replace the name of TQM – but not the content.Originality/valueThis paper shows a new – or until now not extensively discussed – perspective for the understanding of TQM.
Forecasting the technology revolution
Authors: Halal William E. 
Published: September 2007

PurposeThis article gives managers and executives a way to think about how their organizations can benefit from the technology revolution.Design/methodology/approachResults are presented of an improved Delphi forecasting method that forecasts breakthroughs in all fields of science and technology.FindingsBreakthroughs are expected that will transform business over the next 20 years.Practical implicationsManagers should develop a similar system to guide their strategic planning and product development.Originality/valueAn improved Delphi method has been used to pool the knowledge of 100 experts working online around the globe to forecast breakthroughs in all fields of science and technology. Results show that major advances are under way everywhere, which are likely to transform business and society over the next 20 years. Managers are shown how they can develop a similar method to guide their strategic planning and product development, thereby benefiting from the coming technology revolution.
Collaborative computing: a new management strategy for increasing productivity and building a better business
Authors: Attaran Mohsen 
Published: September 2007

PurposeThe aim of this paper is to discuss the evolution of the collaborative computing technology and highlight major benefits of using this technology in small and medium‐sized firms. The trends in collaborative products and services and some of the collaborative computing products generating the most interest will be examined.Design/methodology/approachThe paper takes the form of a general review.FindingsThis paper concludes that collaborative computing technology or “groupware” is firmly establishing itself as the way forward for successful and sustainable business operations. Collaborative computing programs are becoming a viable option for most small and mid‐sized businesses. They enable a company to increase efficiency, improve productivity, reduce costs, and improve quality by enabling the group to achieve superior decisions and solutions.Originality/valueThis paper provides practitioners with examinations of some of the collaborative computing products generating the most interest.
Knowledge integration through networked strategic communities: two case studies in Japan
Authors: Shibata Tomoatsu , Kodama Mitsuru 
Published: September 2007

PurposeThe article seeks to provide new practical viewpoints regarding the knowledge management and organizational development of new product development through in‐depth case studies.Design/methodology/approachDue to the exploratory nature of this research and our interest in identifying the main people, events, activities and influences that affect the progress of product innovation, the authors selected the grounded theory style of data interpretation. The authors present a basic framework in which the integration of various organizational boundaries between heterogeneous organizations both inside and outside corporations creates new knowledge.FindingsThese case studies illustrate the dynamism in which new knowledge is created by simultaneously promoting the formation of a horizontally integrated network among strategic communities between external partners including customers and a vertically integrated network among strategic communities within the corporation.Originality/valueProvides new practical viewpoints regarding the knowledge management and strategy of technology management.
Strategic implications of nanotechnology
Authors: Kessler Eric H. , Charles Michael 
Published: September 2007

PurposeNanotechnology, the ability to manipulate materials on the atomic and molecular level, and thus create novel structures and materials, is at the forefront of a paradigm shift whose impact may equal or surpass that of computers and the internet. To cope with this new environment, companies will have to consider new business models, policies, and sources of competitive advantage.Design/methodology/approachIn this article we examine nanotechnology's potential effect on business strategy, focusing on industry life cycles, strategic groups, environmental forces, and strategic implementation. Several companies involved in nanotechnology are examined, such as IBM, HP, SkyPharma, and Lucent Technologies.FindingsNumerous conclusions can be inferred from our analyses. First, a company must formulate and execute a dynamic strategic approach to nanotechnology or suffer the consequences. Second, this approach must be reconciled with the strategic group to which the company strives. Third, firms will need to align their business strategies with the changing social, legal, and political forces in the new environment in order to compete successfully. Fourth, companies should leverage research and development efforts in nanotechnology to implement improvements in quality, efficiency, identity and the satisfaction of customer needs.Practical implicationsCompanies and leaders alike must be prepared to explore this frontier prudently and strategically to make right decisions for their organizations' success.Originality/valueUltimately the article seeks to prompt an understanding of the truly significant potential of nanotechnology to revolutionize industries and businesses, and subsequently firms' strategic paradigms.