Impact of coaching on organizational learning and effectiveness
DOI:
https://doi.org/10.25255/jss.2015.4.1.635.648الكلمات المفتاحية:
coaching، individual learning، organizational learning، organizational effectiveness، leadership، training & development، learning & development، human resources development.الملخص
https://doi.org/10.25255/jss.2015.4.1.635.648
التنزيلات
بيانات التنزيل غير متوفرة بعد.
المراجع
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2. C. Handy, The Empty Raincoat, Arrow Business Books (1994).
3. D.J. Teece, “Business Models, Business Strategy and Innovation,” Long Range Planning. 43(2-3), 172-194 (2010).
4. M. Porter, “From Competitive Advantage To Corporate Strategy,” Harvard Business Review. 65(3), 43-59 (1987).
5. C. Prahalad, and G. Hamel, “The core competence of the corporation,” Harvard Business Review. 68(3), 79-91 (1990).
6. G.. Johnson, K. Scholes, and R. Whittington, Exploring Corporate Strategy, Text & Cases 8TH Edition, Prentice Hall (2008).
7. A.M. Grant, “It takes time: A stages of change perspective on the adoption of workplace coaching skills,” Journal of Change Management. 10(1), 61-77 (2010).
8. D.E. Gray, and H. Goregaokar, “Choosing an executive coach: The influence of gender on the coach-coachee matching process,” Management Learning. 41(5), 525-544 (2010).
9. M. Popper, and R. Lipshitz, “Organizational learning: Mechanisms, culture, and feasibility. In: Grey C and Antonacopoulou E (eds),” Essential Readings in Management Learning. London: SAGE, 37-52 (2004).
10. M. Popper, and R. Lipshitz, “Organizational learning mechanisms: A cultural and structural approach to organizational learning,” Journal of Applied Behavioural Science. 34(2), 161-178 (1998).
11. M.M. Crossan, H.W. Lane, and R.E. White, “An organizational learning framework: From intuition to institution,” Academy of management Review. 24(3), 522-537 (1999).
12. I. Nonaka, “A dynamic theory of organizational knowledge creation,” Organization Science. 5(1), 14-37 (1994).
13. D.E. Gray, “Facilitating management learning: Developing critical reflection through reflective tools,” Management Learning. 38(5), 495-517 (2007).
14. D. Mazutis, and N. Slawinski, “Leading organizational learning through authentic dialogue,” Management Learning. 39(4), 437-456 (2008).
15. M. Xavier, and R. Salomon, “Knowledge transfer capacity and its implications for the theory of the multinational corporation,” Journal of International Business Studies. 34(4), 356-373 (2003).
16. H. Bresman, J. Birkinshaw, and R. Nobel, “Knowledge transfer in international acquisitions,” Journal of International Business Studies. 30(3), 439-462 (1999).
17. R. Agarwal, C.M. Angst, and R. Magni, “The performance effects of coaching : A multilevel analysis using hierarchical linear modeling,” International Journal of Human Resource Management. 20(10), 2110-2134 (2009).
18. R.E. Boyatzis, M.L. Smith, and N. Blaize, “Developing sustainable leaders through coaching and compassion,” Academy of Management Learning & Education. 5(1), 8-25 (2006).
19. A.D., Ellinger, A.E., Ellinger, D.G. Bachrach, et al, “Organizational investments in social capital, managerial coaching, and employee work-related performance,” Management Learning. 42(1), 67-85 (2011).
20. K. Mulec, and J. Roth, “Action, reflection, and learning: Coaching in order to enhance the performance of drug development project management teams,” R&D Management. 35(5), 483-491 (2005).
21. S. Kampa, and R.P. White, “The effectiveness of executive coaching: What we know and what we still need to know. In: Lowman RL (ed.),” The California School of Organizational Studies Handbook of Organizational Consulting Psychology. San Francisco, CA: Jossey-Bass. 139-158 (2002).
22. R.R. Kilburg, “Trudging toward Dodoville: Conceptual approaches and case studies in executive coaching,” Consulting Psychology Journal: Practice and Research. 56(4), 203-213 (2004).
23. J.W., Smither, M., London, R. Flautt, et al, “Can working with an executive coach improve multi source feedback rating over time? A quasi-experimental field study,” Personnel Psychology. 56(1), 23-44 (2003).
24. A.D. Ellinger, “Antecedents and consequences of coaching behaviour,” Performance Improvement Quarterly. 16(1), 5-28 (2003).
25. A.D. Ellinger, and R.P. Bostrom, “Managerial coaching behaviours in learning organizations,” Journal of Management Development. 18(9), 752-771 (1999).
26. A.D. Ellinger, A.E. Ellinger, and S.B. Keller, “Supervisory coaching behaviour, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry,” Human Resource Development Quarterly. 14(4), 435-458 (2003).
27. D.T. Hall, K.L. Otazo, and G..P. Hollenbeck, “Behind closed doors: What really happens in executive coaching,” Organizational Dynamics. 27(3), 39-53 (1999).
28.J.M. Hunt, and J.R. Weintraub, The Coaching Organisation, Thousand Oaks, CA: SAGE (2007).
29. D.R. Stober, “Making it stick: Coaching as a tool of organizational change,” Coaching: An International Journal of Theory, Research and Practice. 1(1), 71-80 (2008).
30. J. Jones, “An analysis of learning outcomes within formal mentoring relationships,” International Journal of Evidence Based Coaching and Mentoring. 10(1), 57-72 (2012).
31. K.E. Kram, Mentoring at work : Developmental relationships in organizational life, University Press of America (1988).
32. S. Gherardi, D. Nicolini, and F. Odella, “Toward a social understanding of how people learn in organization,” Management Learning. 29(3), 273-297 (1998).
33. M. Rawson, “Learning to learn : More than a skill set,” Studies in Higher Education. 25(2), 225-238 (2000).
34. S. Aryee, Y.W. Chay, and J. Chew, “The motivation to mentor among managerial employees : An interactions approach,” Group and Organization Management. 21 (3), 261-277 (1996).
35. M.C. Higgins, & K.E. Kram, “Reconceptualizing mentoring at work : A developmental network perspective,” Academy of Management Review. 26(2), 264-288 (2001).
2. C. Handy, The Empty Raincoat, Arrow Business Books (1994).
3. D.J. Teece, “Business Models, Business Strategy and Innovation,” Long Range Planning. 43(2-3), 172-194 (2010).
4. M. Porter, “From Competitive Advantage To Corporate Strategy,” Harvard Business Review. 65(3), 43-59 (1987).
5. C. Prahalad, and G. Hamel, “The core competence of the corporation,” Harvard Business Review. 68(3), 79-91 (1990).
6. G.. Johnson, K. Scholes, and R. Whittington, Exploring Corporate Strategy, Text & Cases 8TH Edition, Prentice Hall (2008).
7. A.M. Grant, “It takes time: A stages of change perspective on the adoption of workplace coaching skills,” Journal of Change Management. 10(1), 61-77 (2010).
8. D.E. Gray, and H. Goregaokar, “Choosing an executive coach: The influence of gender on the coach-coachee matching process,” Management Learning. 41(5), 525-544 (2010).
9. M. Popper, and R. Lipshitz, “Organizational learning: Mechanisms, culture, and feasibility. In: Grey C and Antonacopoulou E (eds),” Essential Readings in Management Learning. London: SAGE, 37-52 (2004).
10. M. Popper, and R. Lipshitz, “Organizational learning mechanisms: A cultural and structural approach to organizational learning,” Journal of Applied Behavioural Science. 34(2), 161-178 (1998).
11. M.M. Crossan, H.W. Lane, and R.E. White, “An organizational learning framework: From intuition to institution,” Academy of management Review. 24(3), 522-537 (1999).
12. I. Nonaka, “A dynamic theory of organizational knowledge creation,” Organization Science. 5(1), 14-37 (1994).
13. D.E. Gray, “Facilitating management learning: Developing critical reflection through reflective tools,” Management Learning. 38(5), 495-517 (2007).
14. D. Mazutis, and N. Slawinski, “Leading organizational learning through authentic dialogue,” Management Learning. 39(4), 437-456 (2008).
15. M. Xavier, and R. Salomon, “Knowledge transfer capacity and its implications for the theory of the multinational corporation,” Journal of International Business Studies. 34(4), 356-373 (2003).
16. H. Bresman, J. Birkinshaw, and R. Nobel, “Knowledge transfer in international acquisitions,” Journal of International Business Studies. 30(3), 439-462 (1999).
17. R. Agarwal, C.M. Angst, and R. Magni, “The performance effects of coaching : A multilevel analysis using hierarchical linear modeling,” International Journal of Human Resource Management. 20(10), 2110-2134 (2009).
18. R.E. Boyatzis, M.L. Smith, and N. Blaize, “Developing sustainable leaders through coaching and compassion,” Academy of Management Learning & Education. 5(1), 8-25 (2006).
19. A.D., Ellinger, A.E., Ellinger, D.G. Bachrach, et al, “Organizational investments in social capital, managerial coaching, and employee work-related performance,” Management Learning. 42(1), 67-85 (2011).
20. K. Mulec, and J. Roth, “Action, reflection, and learning: Coaching in order to enhance the performance of drug development project management teams,” R&D Management. 35(5), 483-491 (2005).
21. S. Kampa, and R.P. White, “The effectiveness of executive coaching: What we know and what we still need to know. In: Lowman RL (ed.),” The California School of Organizational Studies Handbook of Organizational Consulting Psychology. San Francisco, CA: Jossey-Bass. 139-158 (2002).
22. R.R. Kilburg, “Trudging toward Dodoville: Conceptual approaches and case studies in executive coaching,” Consulting Psychology Journal: Practice and Research. 56(4), 203-213 (2004).
23. J.W., Smither, M., London, R. Flautt, et al, “Can working with an executive coach improve multi source feedback rating over time? A quasi-experimental field study,” Personnel Psychology. 56(1), 23-44 (2003).
24. A.D. Ellinger, “Antecedents and consequences of coaching behaviour,” Performance Improvement Quarterly. 16(1), 5-28 (2003).
25. A.D. Ellinger, and R.P. Bostrom, “Managerial coaching behaviours in learning organizations,” Journal of Management Development. 18(9), 752-771 (1999).
26. A.D. Ellinger, A.E. Ellinger, and S.B. Keller, “Supervisory coaching behaviour, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry,” Human Resource Development Quarterly. 14(4), 435-458 (2003).
27. D.T. Hall, K.L. Otazo, and G..P. Hollenbeck, “Behind closed doors: What really happens in executive coaching,” Organizational Dynamics. 27(3), 39-53 (1999).
28.J.M. Hunt, and J.R. Weintraub, The Coaching Organisation, Thousand Oaks, CA: SAGE (2007).
29. D.R. Stober, “Making it stick: Coaching as a tool of organizational change,” Coaching: An International Journal of Theory, Research and Practice. 1(1), 71-80 (2008).
30. J. Jones, “An analysis of learning outcomes within formal mentoring relationships,” International Journal of Evidence Based Coaching and Mentoring. 10(1), 57-72 (2012).
31. K.E. Kram, Mentoring at work : Developmental relationships in organizational life, University Press of America (1988).
32. S. Gherardi, D. Nicolini, and F. Odella, “Toward a social understanding of how people learn in organization,” Management Learning. 29(3), 273-297 (1998).
33. M. Rawson, “Learning to learn : More than a skill set,” Studies in Higher Education. 25(2), 225-238 (2000).
34. S. Aryee, Y.W. Chay, and J. Chew, “The motivation to mentor among managerial employees : An interactions approach,” Group and Organization Management. 21 (3), 261-277 (1996).
35. M.C. Higgins, & K.E. Kram, “Reconceptualizing mentoring at work : A developmental network perspective,” Academy of Management Review. 26(2), 264-288 (2001).
التنزيلات
منشور
2015-01-01
كيفية الاقتباس
KWAN, L.-Y. (2015). Impact of coaching on organizational learning and effectiveness. Journal of Social Sciences (COES&Amp;RJ-JSS), 4(1), 635–648. https://doi.org/10.25255/jss.2015.4.1.635.648
إصدار
القسم
Articles