The article explores how organisations learn to manage their skill endowments. By capitalising on the resource-based theory of the firm, we investigated incentives and bargaining processes giving raise to different organisational forms and different pattern of rents appropriation. We built an agent-based model to simulate a market where employees, bearing skills, bargain their salaries with fir...

This paper documents some of the learning emanating from a learner-centred evaluation of a change from face-to-face to online lectures in an Organisational Behaviour course at RMIT University. An academic and learning technology mentor conducted the evaluation, working as co-researchers with ‘Managing Change’ students. Primarily, the evaluation aimed to illuminate the experience of using the on...

In response to the increasing influence of practice theory perspectives for studying organisational and inter-organisational information systems, we demonstrate that an important dilemma from this perspective for data collection methods is between authentic access to practices and the ability to thematise knowledge of practices. We propose a promising new approach to this dilemma that uses the ...

An increasing number of management articles have focused on embodied ethnography in terms either understanding other bodies at work or how our own as researchers inform knowledge. In advancing this latter approach, we argue for an embodiment that sensually intoxicates bodies, enabling new forms learning to emerge. To grow understanding, draw Maurice Merleau-Ponty’s concept ‘le schéma corporel’,...

In this paper, first, two types of social capital are analysed. The two types are particularly different with respect to their view on social relationships: a balanced type of relationship versus an unbalanced type. The effects of both types on organizational learning are discussed. This will lead to a view of social capital that is known in the literature as ‘the dark side of social capital’ a...