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Dr Paul Waight
Convenor
To investigate the relationships among leadership, innovation, entrepreneurship and knowledge management, as they relate to learning organisations.
This SIG adopts a management focus to investigate how leadership, innovation, entrepreneurship and knowledge management interact within a learning organisation. This SIG will be of interest to researchers and practitioners who study organisational management, human resource management and knowledge management in relation to learning.
The learning organisation is concerned with the process of gaining, sharing and utilising the knowledge accumulated by individuals and transferring it through the organisation in order to meet its strategic goals (Braham 1996; Murray 2002 in Yeo 2005, p.371). A learning organisation is seen as ‘one that learns continuously and transforms itself where the organisational capacity for innovation and growth is constantly enhanced' (Yeo 2005, p.373). A learning organisation is always evolving (Kerka 1995) and learning has become a strategic initiative (Senge 1995; DeBella 2001).
Corporate vision, mission and strategy are the key drivers of continuous learning and development in a learning organisation (Harrison 1993). The role of leadership is seen as a catalyst for the enforcement of shared vision (Buckler 1996) so can have a positive or negative effect. Steiner (1998) considers that an holistic approach to learning is needed. Systems thinking supports simultaneous learning through a collective effort. Without leadership and shared vision individuals and team learning will not create a learning organisation (Thomas and Allen 2006).
Organisational learning is considered to be a driver of organisational performance and competitive advantage (Ghosh 2004; Kontoghiorghes, Awbrey & Feurig 2005). However, it is assumed that there is a connection between learning and performance, but the connection is unclear (Garavan 1997; Thomas & Allen 2006). Some authors have identified specific aspects of a learning organisation culture such as entrepreneurship (Kanter 1989, Naman & Slevin 1993; Sykes & Block 1989) and facilitative leadership (Slaver & Narver 1995), ‘but there has been little attempt to test their existence empirically or how they may contribute to learning activities within the organisation and ultimately to enhanced organisational performance' (Garavan 1997, p.21).
The research generated from this SIG aligns with most goals of CQUniversity's Strategic Plan 2010-2013: learning; research and innovation; engagement; people and performance; and resources, systems and infrastructure.
MRG curently has 11 Members (Last Updated March 2011)
Types of projects to be undertaken as part of this SIG will include:
CQUniversity CRICOS Provider Codes: QLD-00219C; NSW-01315F; VIC-01624D
