PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2022 | z. 155 Contemporary Management | 451--460
Tytuł artykułu

Erasmus+ Project Leaders' Learning Potential as a Sustainability Facilitator in the Times of Covid-19 Pandemic

Autorzy
Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the article is to answer the question if Erasmus+ project leaders' organizational learning potential can support them in sustaining their transnational cooperation during turbulent and challenging times of the COVID-19 pandemic. Design/methodology/approach: The research uses a composite index to define Erasmus+ project leaders' learning potential and seeks the relations between the results from this index and the sustainability of Erasmus+ projects. Additionally, predictive analysis in the form of logistic regression in relation to Erasmus+ project leaders' proactiveness, innovation and openness is carried out. Findings: The obtained results prove that Erasmus+ project leaders' learning potential, their pro-activeness and the ability to adapt to new conditions facilitate the sustainability of Erasmus+ projects in the times of COVID-19 pandemic. Research limitations/implications: The research is based on a large sample of Erasmus+ leaders but the researched group is very specific. The research sheds a new light on Erasmus+ projects' organizational potential. Practical implications: The research proves useful for practitioners who manage European educational cooperation projects. Social implications: The research proves the importance of learning potential within networks. Originality/value: The discussion is placed in the broader context of relational and network approach to management of modern organizations. The discussion fills in a research gap in the research on organizational aspects of Erasmus+ projects.(original abstract)
Twórcy
  • Foundation for the Development of the Education System, Warsaw, Poland
Bibliografia
  • 1. Anand, B.N., and Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3), 295-315.
  • 2. Borgatti, S.P., and Foster, P.C. (2003). The network paradigm in organizational research: a review and typology. Journal of Management, 29(6), 991-1013. doi: 10.1016/S0149-2063_03_00087-4.
  • 3. Brown, J.S., Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57.
  • 4. Czakon, W. (2011). Paradygmat sieciowy w naukach o zarządzaniu. Przegląd Organizacji, 11, pp. 3-6.
  • 5. Czakon, W. (2012). Sieci w zarządzaniu strategicznym. Warsaw: Wolters Kluwer.
  • 6. Dyer, J.H., Singh, H. (1998). The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage, Academy of Management Review, Vol. 23, No. 4, pp. 660-679.
  • 7. Friedkin, N.E., Johnsen, E.C. (1999) Social influence networks and opinion change. Advances in Group Processes, 16, 1-29.
  • 8. Ilinitch, A.Y., D'Aveni, R.A., and Lewin, A.Y. (1996). New organizational forms and strategies for managing in hypercompetitive environments. Organization Science, 7(3), 211-221. doi: 10.1287/orsc.7.3.211.
  • 9. Kale, P., Singh, H., and Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: building relational capital. Strategic Management Journal, 21(3), 217-237.
  • 10. Kogut, B. (2000). The network as knowledge: generative rules and the emergence of structure. Strategic Management Journal, 21(3), 405-425.
  • 11. Kraatz, M.S. (1998). Learning by association? Interorganizational networks and adaptation to environmental change. Academy of Management Journal, 41(6), 621-643.
  • 12. Lave, J., Wenger, E. (1991) Situated learning: Legitimate peripheral participation. Cambridge University Press.
  • 13. OECD (2004). The OECD-JRC Handbook on Practices for Developing Composite Indicators. Paris, France: OECD Publishing.
  • 14. Oliver, A.L. (2001). Strategic alliances and the learning life-cycle of biotechnology firms. Organization Studies, 22(3), 467-489. doi: 10.1177/0170840601223004.
  • 15. Orr, J. (1996). Talking about machines: An etnography of a modern job. Ithaca-New York: Cornell University Press.
  • 16. Poszytek, P. (2021a). Relational and networking character: threat or savior for the sustainability of European Erasmus+ projects in the times of COVID-19 pandemic? Sustainability, 13(16), 9338. doi: 10.3390/su13169338.
  • 17. Poszytek, P. (2021b). The competences 4.0 as facilitators in the realisation, management and sustainability of Erasmus+ projects in the times of the COVID-19 pandemic. Warsaw: Poltext. doi: 10.7206/9788381753166.
  • 18. Powell, W.W., Koput, K.W. and Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology. Administrative Science Quarterly, 41(1), 116-145. doi: 10.2307/2393988.
  • 19. Rice, R.E., Aydin, C. (1991) Attitudes toward new organizational technology: Network proximity as a mechanism for social information processing. Administrative Science Quarterly, 36, 219-244.
  • 20. Rindfleisch, A., and Moorman, C. (2001). The acquisition and utilization of information in new product alliances: a strength-of-ties perspective. Journal of Marketing, 65(2), 1-18. doi: 10.1509/jmkg.65.2.1.18253.
  • 21. Rogers, E.M. (1995). Diffusion of innovations. New York: The Free Press.
  • 22. Rosenkopf, L., and Nerkar, A. (2001). Beyond local search: boundary-spanning, exploration, and impact in the optical disc industry. Strategic Management Journal, 22(4), 287-306. doi: 10.1002/SMJ.160.
  • 23. Stańczyk-Hugiet, E. (2012). Paradygmat relacyjny - czy to nowa jakość w zarządzaniu? In: Studia i Prace Kolegium Zarządzania i Finansów, Zeszyt Naukowy, 116. Warsaw: Szkoła Główna Handlowa.
  • 24. Stead, J.G., Stead, W.E. (2008). Sustainable strategic management: an evolutionary perspective. International Journal of Sustainable Strategic Management, 1(1), 62-81. doi: 10.1504/IJSSM.2008.018127.
  • 25. Szczepańska-Woszczyna, K. (2020). Management theory, innovation and organisation: a model of managerial competencies. New York: Routledge.
  • 26. Tyre, M.J., von Hippel, E. (1997) The situated nature of adaptive learning in organization. Organization Science, 8(1), 71-84.
  • 27. Wenger, E. (1998) Communities of practice: Learning, meaning, and identity. New York: Cambridge University Press.
  • 28. Wieland, A., and Wallenburg, C.M. (2013). The influence of relational competencies on supply chain resilience: a relational view. International Journal of Physical Distribution & Logistics Management, 43(4), 300-320. doi: 10.1108/IJPDLM-08-2012-0243.
  • 29. Woźniak-Sobczak, B. (2015). Symbioza paradygmatów zarządzania przedsiębiorstwem w otoczeniu sieciowym. Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach, 222, 53-69.
  • 30. Zabolotniaia, M., Cheng, Z., Dacko-Pikiewicz, Z. (2019). Influence of leadership style on employees' innovative activity. Polish Journal of Management Studies, 20(1), 478-496
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171643241

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.