The link between self‐managed work teams and learning organisations using performance indicators

By J. Power, Dianne Waddell. 2004

95 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9a31c230cdd5c50f1e4fd2e341a08f5b75e53993

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. B. Pool
2. Stephen Wood
3. Naresh Kumar
4. Steve Pool
5. Chris Stride
6. Raduan Che Rose
7. Toby D. Wall
8. Sharon K. Parker

In Organizational Behavior and Human Resource Management

1. C. Clegg
2. Stephen Wood
3. Geert van Hootegem
4. Ong Gua Pak
5. B. Pool
6. A. Pantouvakis
7. Naresh Kumar
8. Steve Pool

In Strategy and Management

1. Geert van Hootegem
2. Stephen Wood
3. Naresh Kumar
4. Chris Stride
5. Raduan Che Rose
6. Toby D. Wall
7. Malcolm Patterson
8. Stephen Procter

Citations in the corpus

• THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY (2008, background): “A core theoretical rationale for this approach stems from the resource-based view of the firm (Barney, 2001; Harvey & Denton, 1999; Power & Waddell, 2004; Senge, 1990; Wright, Dunford, & Snell, 2001; Wright & McMahan, 1992).”
• Teamworking and organizational performance: A review of survey-based research (2008, background): “Similarly, Power and Waddell (2004) found that, although empowerment had a significant effect, this was not true of their measure of self-managed work teams.”
• The effect of organizational learning on organizational commitment, job satisfaction and work performance (2011, background): “…learning and performance outcomes (Correa, Morales, and Pozo (2007) Ellinger et al., 2003; Jimenez and Navarro (2006) Khandekar and Sharma (2006) Power and Waddell (2004) Schroeder, Bates, and Junttila, 2002) The organizations with the greatest harmony between organizational and individuals…”
• A management development model (2007, background): “) focus on the theoretical significance ( Power and Waddell, 2004”
• The link between organizational learning culture and customer satisfaction: Confirming relationship and exploring moderating effect (2013, background): “…survey based on a sample of 200 Australian organizations found that learning organization displays a moderate to strong link with three measures of performance (knowledge performance, financial performance and customer satisfaction) at a self-managed work team level (Power and Waddell, 2004).”