EVALUATING THE SPECIFIC LEARNING MECHANISMS AND A LONGITUDINAL TRANSFORMATION OUTPUT BY USING THE PERFORMANCE INDICATORS
DOI:
https://doi.org/10.29121/granthaalayah.v3.i12.2015.2900Keywords:
Clinical Inquiry, Field Notes, Intervention Research, Tanzania, University TransformationAbstract [English]
Due to rapid technological changes in the world today in many fields, there are ever widening technical skill gaps in the labour market of scientists, technicians and engineers. This paper builds on a seven-year study of transformation efforts of the technical education development of the Mbeya University of Science and Technology (MUST). The paper builds on the critical theoretical contribution and the live application transformation of the Mbeya University of Science and Technology (MUST). The report builds on exploring the mechanisms of designing and managing learning mechanisms as both transformations of the university into new entities development and retaining the ability to learn and transform all the time, even after becoming specialized.
Downloads
References
Beer, Michael, Eisenstat, Russell A, & Foote, Nathaniel. (2009). High commitment high performance: How to build a resilient organization for sustained advantage: John Wiley & Sons.
Bjerlöv, Monica, Docherty, Peter, Boud, D, Cressey, P, & Docherty, P. (2006). Collective reflection under ambiguity. Productive Reflection at Work: Learning for Changing Work, 93-105.
Bushe, Gervase R. (1991). Parallel learning structures: Increasing innovation in bureaucracies: Addison-Wesley.
Chapman, C Richard, Lipschitz, David L, Angst, Martin S, Chou, Roger, Denisco, Richard C, Donaldson, Gary W, . . . Gilson, Aaron M. (2010). Opioid pharmacotherapy for chronic non-cancer pain in the United States: a research guideline for developing an evidence-base. The Journal of Pain, 11(9), 807-829. DOI: https://doi.org/10.1016/j.jpain.2010.02.019
Choo, Chun Wei. (1996). The knowing organization: How organizations use information to construct meaning, create knowledge and make decisions. International journal of information management, 16(5), 329-340. DOI: https://doi.org/10.1016/0268-4012(96)00020-5
Coghlan, David, & Shani, AB. (2008). Insider action research: The dynamics of developing new capabilities. Handbook of action research, 643-655. DOI: https://doi.org/10.4135/9781848607934.n56
De Munck, Victor C, &Sobo, Elisa J. (1998). Using methods in the field: a practical introduction and casebook: Rowman Altamira.
DeWalt, Kathleen M, &DeWalt, Billie R. (2010). Participant observation: A guide for fieldworkers: Rowman Altamira.
Docherty, Peter, Shani, AB, Mohrman, SA, Pasmore, WA, Stymne, BA, & Adler, N. (2008). Learning mechanisms as means and ends in collaborative management research. Handbook of collaborative management research, 163-182. DOI: https://doi.org/10.4135/9781412976671.n8
Eisenhardt, Kathleen M, & Martin, Jeffrey A. (2000). Dynamic capabilities: what are they? Strategic management journal, 21(10-11), 1105-1121. DOI: https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E
Erlandson, David A. (1993). Doing naturalistic inquiry: A guide to methods: Sage.
Fredberg, Tobias, Norrgren, Flemming, & Shani, AB. (2011). Developing and sustaining change capability via learning mechanisms: A longitudinal perspective on transformation. Research in organizational change and development, 19, 117À161. DOI: https://doi.org/10.1108/S0897-3016(2011)0000019007
Galbraith, Jay R. (1977). Organization design: An information processing view. Organizational Effectiveness Center and School, 21.
Garvin, David A, Edmondson, Amy C, & Gino, Francesca. (2008). Is yours a learning organization? Harvard business review, 86(3), 109.
Gustavsen, Bjørn. (2001). Theory and practice: The mediating discourse. Handbook of action research: The concise paperback edition, 17-26.
Marshall, Catherine, &Rossman, Gretchen B. (2014). Designing qualitative research: Sage publications.
Phills, James A, Deiglmeier, Kriss, & Miller, Dale T. (2008). Rediscovering social innovation. Stanford Social Innovation Review, 6(4), 34-43.
Schensul, Stephen L, Schensul, Jean J, &LeCompte, Margaret Diane. (1999). Essential ethnographic methods: Observations, interviews, and questionnaires (Vol. 2): Rowman Altamira.
Schuiling, Gertjan, &Aelbrechtlaan, Graaf. (2014). Changing Leadership Dynamics at Agility-Critical Interfaces: Action Research as a 25-Year Longitudinal Study. Abraham B.(Rami) Shani, Debra A. Noumair (ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Volume 22) Emerald Group Publishing Limited, 22, 219-297. DOI: https://doi.org/10.1108/S0897-301620140000022006
Smith, Peter. (2001). Work-based Learning: The New Frontier of Management Development. Journal of Workplace Learning, 13(6), 260-261. DOI: https://doi.org/10.1108/jwl.2001.13.6.260.1
Verganti, Roberto. (1999). Planned flexibility: linking anticipation and reaction in product development projects. Journal of Product Innovation Management, 16(4), 363-376. DOI: https://doi.org/10.1111/1540-5885.1640363
Verganti, Roberto. (2013). Design driven innovation: changing the rules of competition by radically innovating what things mean: Harvard Business Press.
Winter, Sidney G. (2003). Understanding dynamic capabilities. Strategic management journal, 24(10), 991-995. DOI: https://doi.org/10.1002/smj.318
Worley, Christopher G, & Lawler, Edward E. (2010). Agility and Organization Design:: A Diagnostic Framework. Organizational Dynamics, 39(2), 194-204. DOI: https://doi.org/10.1016/j.orgdyn.2010.01.006
Downloads
Published
How to Cite
Issue
Section
License
With the licence CC-BY, authors retain the copyright, allowing anyone to download, reuse, re-print, modify, distribute, and/or copy their contribution. The work must be properly attributed to its author.
It is not necessary to ask for further permission from the author or journal board.
This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.