Organisational learning is a method of successfully dealing with continuous change. Emotional aspects of change, however, are not addressed in any detail. In this article, I explore the four branches of emotional intelligence, emotional awareness, emotional facilitation, emotional knowledge and emotional regulation to identify the links between organisational learning and emotional intelligence...

Knowledge is one the most important and valuable assets of an enterprise, influencing its competitiveness, therefore there is a great interest in knowledge management activities. Organisational memory systems have been introduced as a solution, which extend and amplify organisational knowledge by capturing, organizing, disseminating and reusing the knowledge created by employees. In other words...

In this paper, we set out to explore the organisational knowledge that evolves from virtual co-operative work experiences. Through case narratives we demonstrate issues that can arise and using the four theoretical viewpoints of sociotechnology, knowledge management, organisational communication theory, and Computer Supported Collaborative Work (CSCW) we develop practical insights into the orga...

Organisational culture is presented as a complex concept underpinned by specific values, beliefs and assumptions that account for the way things are done. Strong organisational cultures and a number of other attributes are highlighted as having influence on performance. The role of leadership is recognised as key to facilitating cultural change, as is the use of approaches which clarify values ...

Deploying IT systems has always presented a combination of challenges and risks to decision-makers. Many IT projects have failed to accomplish their cost, schedule, or technical performance objectives. However, the factors that are encountered in deploying IT/IS projects in developing countries differ from those encountered in developed countries due to cultural and organisational reasons. Oman...

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The rich armamentarium of contingency theory can help to overcome the challenges of inter-organisational design. However, its predominate focus on static fit is incommensurate with the fundamentally dynamic nature of organisations and their environments. This problem is exacerbated in the context of inter-organisational design, particularly where the membership of participating organisations is...

To understand how an organisational structure relates to dynamics is an interesting fundamental challenge in the area of social modelling. Specifications of organisational structure usually have a diagrammatic form that abstracts from more detailed dynamics. Dynamic properties of agent systems, on the other hand, are often specified in the form of a set of logical formulae in some temporal lang...

This study examines the moderating effect of organisational life cycle (OLC) stages on the association between the approach to using controls (interactive versus diagnostic) with organisational performance. Analysis is conducted in respect to Miller and Friesen’s (1984) organisational life cycle (OLC) stages (birth, growth, maturity, and revival). Data were collected by a survey questionnaire f...