Interorganizational learning: a strategic framework for service networks

Purpose

The purpose of this paper is to understand the link between the organizing of service networks and interorganizational learning strategies.

Design/methodology/approach

By deepening the conceptual understanding of service networks and their central properties, an overview of the learning challenges for improved performance is provided. The implications of learning are then discussed using four conceptual types to advance our understanding of learning in various service networks. Two different frameworks are combined, one designed to analyze the properties of service delivery and the other to understand their interorganizational learning implications for different types of service networks.

Findings

This paper examines the central properties of service network delivery and explains their implications for interorganizational learning strategy operationalized in a service network typology.

Practical implications

The proposed framework deepens the understanding of the concept of service networks and brings attention to properties that have implication for interorganizational learning. Knowing the central properties in detail and their major organizing challenges allows for learning strategies to improve service network performance.

Originality/value

The value lies in the deepening the understanding of interorganizational learning in service networks, which is much needed in the growing body of literature on both concepts.

Virtually borderless: an examination of culture in virtual teaming

Improvements in transportation and communication technology and a reduction in economic and political barriers are amongst the factors that are increasing globalisation. One consequence of globalisation is that it is encouraging the use of multinational teams. Coupled with the changing nature of work and continuous improvement in collaborative software, virtual working in multinational teams is growing in popularity as a cost-effective way of operating. The study of the human resource implications of this new and virtually borderless frontier of collaborative working is lagging behind the rapidly advancing technology.

This paper distils theory with recent research findings in virtual teaming. This is the term used to describe project teams working across time and space using electronic media. The authors contend that the key competencies in successful virtual teaming can be clustered under the headings of technology, leadership and culture. The paper explores the literature under these headings, focusing on culture and adding findings from research projects undertaken independently by the authors with ABB and IBM.1

Agenda Setting in Organizational Behavior

Theory-focused research, portrayed as an exercise in sense making that is driven by curiosity rather than compassion, outsider rather than insider views, divergent rather than convergent thinking, and knowledge growth by extension rather than intention, is contrasted with problem-focused research. A research agenda for organizational behavior, written from a theory-focused perspective, illustrates how the perspective is actualized.

Dynamics of a critical problem-solving project team and creativity in a multiple-project environment

Purpose

– This paper aims to explore the dynamics of critical problem-solving (CPS) project teams and creativity throughout a project’s duration, in a multiple-project environment with consideration of the project’s external factors, such as customer situations. In addition, behavioural elements of the CPS project – multiple team memberships, cross-understanding and the transactive memory system – will be investigated in a multiple-project environment.

Design/methodology/approach

– This paper investigates the dynamics of a CPS project team and creativity in a global software support organisation by conducting semi-structured interviews in Japan and Germany. There were 53 interviewees in Japan and 51 in Germany. The results presented in this paper show the outcomes of a qualitative study, specifically focusing on the processes of CPS projects using thematic analysis. In the discussion section, propositions are given based on this research’s findings as well as existing literature to denote future research possibilities.

Findings

– The results of this study suggest that creativity to resolve critical problems in a project team occurs by integrating diverse information and knowledge at multi-level organisational units. They suggest that managerial functions are crucial to determining project composition, and appropriate project environments are created by facilitating multiple team memberships at multi-level organisational units.

Originality/value

– For the academic domain, the findings have contributed to the fields of project and human resource management, and team management in a multiple-project environment. To practitioners, this study shows the importance of managing multiple projects by considering human behaviour perspectives when solving critical problems.

Globalization of business and the Third World

Globalization of business is bringing in seasoned competitors from the developed countries into the growing markets of the Third World. Consequently, the survival of local enterprises and entrepreneurs is being threatened. Third World managers need to develop a global mindset in order to take advantage of the changed new world order in business. Elucidates the notion of global mindset and examines some typical management training methods and techniques for their adequacy to develop this orientation among Third World managers. Discusses relevant cultural, organizational and macro‐environmental issues. Presents conclusions and recommendations for Third World contexts in respect of Western training methods and business school curricula for broadening the managerial horizons in this era of globalized business.