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Enhancing organisational learning in teams: has the middle manager got a role?

Enhancing organisational learning in teams: has the middle manager got a role? Purpose – The purpose of this paper is to provide a deeper understanding of the managerial processes that middle managers can employ to facilitate knowledge integration and transfer within project teams and across organizational boundaries. Design/methodology/approach – The paper has a conceptual framework, which draws on the theory of organizational learning and knowledge management. A resource‐based view of the firm and middle management is developed around the theme of enhancing organizational learning within teams. Findings – The paper finds that there is a gap in the research as to how knowledge integration and transfer occur within teams. The paper also provides a re‐valuation of middle managers, whose role has been undermined in the wake of organizational downsizing. Furthermore, the paper provides an understanding of how Janczak's three specific managerial processes are relevant in that middle managers can employ them to facilitate knowledge integration and transfer. Practical implications – The paper is relevant to practitioners with regard to the practices and processes that middle managers can adopt to facilitate knowledge transfer. It is relevant in that it helps to identify mechanisms to reuse knowledge from project to project. Originality/value – The paper fills a gap in the theory with regard to the managerial practices and processes that are available to middle management in order to enhance organizational learning within the team and from the team to the rest of the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Team Performance Management Emerald Publishing

Enhancing organisational learning in teams: has the middle manager got a role?

Team Performance Management , Volume 14 (3/4): 19 – Jun 13, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7592
DOI
10.1108/13527590810883424
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide a deeper understanding of the managerial processes that middle managers can employ to facilitate knowledge integration and transfer within project teams and across organizational boundaries. Design/methodology/approach – The paper has a conceptual framework, which draws on the theory of organizational learning and knowledge management. A resource‐based view of the firm and middle management is developed around the theme of enhancing organizational learning within teams. Findings – The paper finds that there is a gap in the research as to how knowledge integration and transfer occur within teams. The paper also provides a re‐valuation of middle managers, whose role has been undermined in the wake of organizational downsizing. Furthermore, the paper provides an understanding of how Janczak's three specific managerial processes are relevant in that middle managers can employ them to facilitate knowledge integration and transfer. Practical implications – The paper is relevant to practitioners with regard to the practices and processes that middle managers can adopt to facilitate knowledge transfer. It is relevant in that it helps to identify mechanisms to reuse knowledge from project to project. Originality/value – The paper fills a gap in the theory with regard to the managerial practices and processes that are available to middle management in order to enhance organizational learning within the team and from the team to the rest of the organization.

Journal

Team Performance ManagementEmerald Publishing

Published: Jun 13, 2008

Keywords: Knowledge transfer; Middle managers; Performance management

References