Motives and strategies of CEOs for stimulating sharing and application of knowledge in the care and support for people with intellectual disabilities

Purpose: Within intellectual disability care organizations (IDCOs), it is vital that professionals share and apply knowledge to improve the quality of care for their service users. Given that chief executive officers (CEOs) play a pivotal role in enabling these processes, this paper aims to investigate both the underlying motives and strategies behind CEOs' organizational knowledge leadership and their contribution to improving these knowledge processes. Design/methodology/approach: In this exploratory qualitative study, 11 CEOs from IDCOs in the Netherlands who are actively involved in knowledge management within their organizations were interviewed. An inductive thematic analysis was conducted. Findings: CEOs’ motives for stimulating knowledge processes among professionals in IDCOs arise from the internal (e.g. the CEOs themselves) and external (e.g. policy) contexts. This study also identified four strategies adopted by CEOs to stimulate sharing and application of knowledge: providing organizational conditions for effective knowledge processes; focused attention on talent development; acknowledgment and deployment of knowledge holders; and knowledge-driven participation in collaborative partnerships. These strategies are used in combination and have been shown to reinforce one another Practical implications: An overview of strategies for stimulating knowledge processes is now available. Originality/value: The results display the leadership of CEOs in knowledge strategies. Insights into their perceptions and values are provided while elaborating on their motives to take this role

Robuuste organisatieveranderingen: toegevoegde waarde die standhoudt

De toegevoegde waarde van organisatieveranderingen is in veel gevallen slechts van korte duur. In een tijd waarin veranderen aan de orde van de dag is, zouden robuuste organisatieveranderingen een voordeel kunnen bieden: veranderingen waarbij de organisatie in staat is efficiënter te opereren, zonder dat dit ten koste gaat van de strategische flexibiliteit

The seven capital sins in the governance of blockchain ecosystems

In recent years, blockchain has gained traction as a technology to increase the security and transparency of firms’ transactions. There is a widespread misconception that blockchains, once rolled out, are fully decentralized and transparent in terms of governance. The practice of many blockchain initiatives tells a different story: the development of a robust and reliable governance structure for a blockchain ecosystem requires balancing the power, accountability, and incentives of each blockchain member. This is a highly complex balancing act. It is important that CEOs, COOs and other top managers become deeply aware of the complexity of setting up and governing an (envisioned or existing) blockchain, to increase its success chances. In this article, we discuss what we consider are the seven capital sins of the governance of an enterprise blockchain that can hinder the successful implementation of this technology. These insights are based on three years of research in which we studied a large number of blockchain ecosystems

Innovation, Corporate Strategy, and Cul tural Context: What Is the Mission for International Business Communication?

A global economy requires business organizations to cultivate their international holdings by respecting the national differences of their host countries and coordi nating efforts for rapid innovation. In this essay we first review relevant literature in the areas of communication and innovation and explore how efforts toward innovative practices are directly related to globalism and business strategy. We then focus on issues associated with national culture, corporate culture, and pro fessional culture that are relevant to strategies for researching business communi cation in global contexts. Finally, we suggest directions for future work.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Professie en management : soleren en samenspelen

Op een werkvloer waar de dominante bijdrage van de medewerkers niet is gebaseerd op (fysieke) arbeid maar op kennis, leidt de traditionele managementstijl tot spanning. In dit artikel worden vier suggesties gedaan die tot doel hebben de liaison dangereuse van op beheersing gerichte managers en naar autonomie strevende professionals ten minste te laten evolueren naar een lat-relatie

Boek over integratie TQM en BPR blijft vage belofte

‘Integrating Reengineering with Total Quality’ probeert onder andere duidelijk te maken dat reengineering en total quality geen aparte concepten zijn, doch twee verschillende onderdelen van eenzelfde concept. Reengineering is hierbij het middel en total quality het doel. Volgens Weggeman is de schrijver er onvoldoende in geslaagd om dit uit te leggen

Is the professional self-managing or is there really a need for professional management?

Is the professional self-managing or is there really a need for professional management? The answer to that question is in both cases: "Yes". The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonisation of the objectives of the organisation and the personal objectives of the people working there. If they can do that then there can be said to be professional management. The difficulty in managing professionals is the difficulty in steering the force and the direction of the thinking of others who are -- by nature - often differently-minded: professionals have generally followed a specialised, usually scientific education, enjoy a high social standing, like to "perform solo", have a dislike of management both in the active and the passive sense and the output of their work is difficult for others to evaluate because there is generally no clear consensus on the definition of performance indicators. Managing professionals could be considered as managing brain capacity and that calls for more than just good sense. A manager of a group of professionals can even sometimes experience a great deal of professional pleasure in his work if he is capable of acting as a specialised generalist, pacemaker and coach for his or her team.