E-learning adoption in universities: the ‘gazebo’ effect of the social system on diffusion.

The implementation of e-learning in universities is often explored through the conceptual framework of the innovation diffusion model (Rogers 2003). Analysis using the five adopter categories or the characteristics of the innovation is common, but a less frequently explored element is the influence on diffusion of the social system within which the individual adopters are situated. The paper considers the potential of this element of Rogers’ model to explain the diffusion of e-learning within the social system of a university and demonstrates that the nature of universities, traditionally considered to be highly decentralized organizations composed of many ‘ivory gazebos’ rather than a single ‘ivory tower’, may expose some challenges to the usefulness of the model. Factors considered include the ambiguity of management positions and the nature of communication in devolved departments

Blueprint for the Dissemination of Evidence-Based Practices in Health Care

Proposes strategies for better dissemination of best practices through quality improvement campaigns, including campaigns aligned with adopting organizations' goals, practical implementation tools and guides, and networks to foster learning opportunities

New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs

Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy. In making this argument, we draw on an extensive literature review to document the relative lack of substantive discussion of organizational democracy since 1960. And we draw lessons from political theory, suggesting that the success of political democracy in integrating diverse values offers some grounds for asserting parallel virtues in the business case

Implications of Technological Uncertainty on Firm Outsourcing Decisions

Outsourcing inherently considers what activity needs to reside within a given firm. The difficulty of exchanges between firms in the face of uncertainty affects where work on developing and producing new products is performed. Theory is developed and explored using a case study that explains firm sourcing decisions as a response to uncertainty within the context of industry structure and related transaction costs. Viewing outsourcing broadly results in a better delineation of outsourcing options. Implications for management research and practice are identified

Cross-cultural influence on diffusion and adoption of innovation: An exploratory case study to investigate the social-cultural barriers

The development of science and technology increasing rapidly; in many cases advantageous innovations find obstacles for their establishment and in some others they simply fail. The authors of this paper demonstrate that the reason this may happen, is not depended only form the innovation itself; but the socio cultural aspects plays a fundamental role for the diffusion and the adoption of innovation. A number of studies have dealt with the diffusion and the adoption of innovation but limited research has been done about how socio cultural aspects can influence the diffusion and the adoption of innovation. Therefore this research aims to investigate how socio cultural aspects can act like a barrier for the diffusion and the adoption of innovations in different nations. Furthermore, this research will look into the reasons why innovations not readily spread, even if backed by strong market research as well as, the fundamental reason of why some innovations succeed and some others not? The research study will be based on a normative literature review of the important parts of the theory (outline network and socio cultural theories in cross-cultural studies); then the author will construct the conceptual model which will be tested using a qualitative research approach. This is a research in progress paper and the authors will design a comparative multiple case study to test the phenomena in three different nations, namely England, Greece and Italy

Achieving IT diffusion within the fragments: an IT culture perspective

Many organizations still fail to make a return from the huge investments they make in implementing complex Information Technology (IT). This is usually due to cultural forces that inhibit the level of usage required to facilitate IT Diffusion. An emerging stream of research highlights the IT culture perspective, a perspective vital for understanding individuals’ social practices when they interact with IT. This paper adopted a case study approach to explore how the IT culture perspective may explain how organizational diffusion of an IT may happen despite opposing cultural forces causing a stalemate to the diffusion process. This study identified three IT culture archetypes - embracing, rejecting and confused, depicting a fragmented IT culture during the adaption, acceptance and routinization stages of diffusion of an IT. This study highlights how a salient element of a fragmented IT culture-embracing IT culture archetype could explain how diffusion of an IT happened despite the manifestations of negative IT culture archetypes - ‘confused’ and ‘rejecting’ during the diffusion process

Faculty Publications 2018-2019

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty\u27s research continues to find its way into the very best industrial relations, social science and statistics journal

Boom and Bust Behavior: On the Persistence of Strategic Decision Biases and their Collective Outcome

This work discusses the boom and bust dynamics which are a common feature of a large range of different industries. especially but not only new born ones. The common managerial behavior underpinning such dynamics is aggressive capacity expansion in the boom period ultimately yielding excess capacity turning the boom into bust. This paper examines the underlying cognitive and behavioral factors responsible for strategic decisions driving boom and busts, nested in the interaction between cognitive biases and capacity adjustment delay, and together tries to identify some tentative heuristics which tend to mitigate them. At the same time, we shall conjecturally conclude, there might be a positive collective side to boom and bust behavio r fostering accumulation of knowledge and physical infrastructure, especially regarding new technological paradigms.Boom and bust; Overconfidence; Capacity adjustment; Adaptive behavior

Organizational Learning and Knowledge DevelopmentPeculiarities in Small and Medium Family Enterprises

The aim of this theoretical contribution is to analyze the processes of organizational learning and knowledge development within the small and medium sized family firm. Due to its founding characteristics, family SME seems to be a closed, hermetic and rigid organization. Besides, the specificity of mechanisms of learning and knowledge management, in general, within this entity are justified by:- First, the overlapping of "family" and "company" spheres: the family sphere realizes a unique contribution because it constitutes a supplementary source of knowledge inbound to the company compared to a firm without family involvement, - Then, the frequency of the exchanges within the organization: the processes of exchange of piece of information and knowledge take place not only in the organizational context but also and especially in the family context. The family meetings constitute, for example, supplementary occasions for exchange and sharing of knowledge.Schematically, two major characters inherent to this entity constitute obstacles to organizational learning. Indeed, conservatism and independence orientation strongly influence the processes of learning and knowledge development.The literature suggests that the family system attempts to create and maintain a cohesiveness that supports the family "paradigm" which is described as the core assumptions, beliefs, and convictions that the family holds in relation to its environment. Information that is not consistent with this paradigm is resisted or ignored (Davis, 1983). The search for security, conformism and tradition are characteristic of conservative organizations. Particularly to the family firm, the conservative posture could be studied through three dimensions (Miller and ali., 2003). First, on the governance level, the conservatism is exhibited by the plateauing and the growing rigidity of the owner-manager and by the inefficacy of the board of directors. Second, on the strategy level, conservative family SME favorites its actual markets, customers and products and globally is unwilling to change and adopt new paradigms. Then, on the organizational and cultural levels, this entity tends to be closed and introvert. These three components have an impact on knowledge development as the conservatism tends to limit the variation and the exposition to new environments. In short, within this entity the level of organizational knowledge would be weak.The second variable influencing the processes of development of knowledge within family SME is the independence orientation. This orientation is a consequence of the family long-term commitment to the business. Paradoxically, this commitment has two contradictory effects on growth. First, it implies the pursuit of future development and continuity of the firm to make sure that the family heritage is passed on to the following generations. On the other hand, commitment implies a strategy of conservation of the heritage which passes by a strong seek for the independence. Aiming to guarantee its continuity, the (small and medium-sized) family firm establishes an independence orientation of three different types. First, from the financial point of view, it avoids as much as possible turning to outside partners (Hirigoyen, 1985). Then, on the human plan, it would be favorable to the appointment of family members or individuals belonging to the close relational circle to the posts of direction and would be reluctant to the recruitment of professional directors. Finally, to maintain the decision-making in hands of the family, the family firm tends to avoid the inter-organizational relations, cooperative investments, and tries to limit the sharing of the control of its investments. The contribution of outsiders (financiers, directors or partner organizations) can, however, be precious to the company. And the introversion would be a major obstacle to the perpetuity of the firm because it inhibits growth. As a consequence, independence orientation limits the accumulation of knowledge because, on one hand, the horizons of the company will be limited and little varied, and on the other hand, the potential valuable knowledge contribution of outsiders is excluded.The study of these variables raises questions about the efficacy of the organizational memory within the family firm. This organization runs particular risks because of the peculiarity of its knowledge management mechanisms. Because of its founding natural characteristics, the family firm nurtures mechanisms which reinforce the causal ambiguity (Nelson and Winter, 1982) by strengthening the voluntary effort to avoid either a too fast imitation or the loss of knowledge-based resources if the individual or the group holding it leaves the organization (Arrégle, 1995). In short, family firms show an inclination to concentrate the processes of knowledge management around its tacit dimension by encouraging its formation contrarily to the explicit component. However the weak externalization of knowledge coupled with the avoidance of sharing outside the family causes serious risks. First, an obvious risk of deterioration is present because of the weak importance of the organizational protection mechanisms and the strong reliance on individual memory. Moreover, we suggest a risk of erosion of knowledge due to the fragmentation caused by successions that do not preserve the unity of the firm. There is risk of "fragmentation" of the strategic knowledge if the company is shared between the potential successors. This risk would be less pronounced if a prior sharing of knowledge with outside directors had been engaged.Another particularity of family firms is about the intergenerational transmission and transfer of knowledge (Cabrera-Suarez and ali., 2001). Mechanisms inciting to intergenerational transfer of knowledge must be set up because of the negative impact of conservatism and independence on organizational knowledge and due to the fragility of family firm organizational memory.Organizational knowledge, family business, conservatism, independence orientation