Please use this identifier to cite or link to this item: https://ir.iimcal.ac.in:8443/jspui/handle/123456789/1402
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dc.contributor.authorJammulamadaka, Nimruji Prasad
dc.date.accessioned2021-08-26T06:05:55Z-
dc.date.available2021-08-26T06:05:55Z-
dc.date.issued2020
dc.identifier.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85094973157&doi=10.1108%2fMD-09-2019-1311&partnerID=40&md5=3c5d570fe3d537d7dc463dc940cf0222
dc.identifier.urihttps://ir.iimcal.ac.in:8443/jspui/handle/123456789/1402-
dc.descriptionJammulamadaka, Nimruji Prasad, Organization Behaviour, Indian Institute of Management Calcutta, Kolkata, India
dc.descriptionISSN/ISBN - 00251747
dc.descriptionDOI - 10.1108/MD-09-2019-1311
dc.description.abstractPurpose: The purpose of this paper is to examine the role of capacity building in reverse mentoring as an enabling routine in bringing about changes in cognitions and capabilities for strategy formulation/implementation and organisational change. Design/methodology/approach: This paper is based on an action research case study of a reverse mentoring initiative for digital transformation in a large metal multinational based in India. The capacity-building action research was carried out during a consultancy project. Findings: Top management team (TMT) change does not always provide the route to change in managerial cognition. Sometimes the TMT has to develop cognitive changes and new cognitions through learning and engage in way-finding to formulate/implement a strategy. Such learning requires routines, here digital reverse mentoring with capacity-building intervention, to enable development of personal knowledge (Eraut, 2000), along with cognitive changes, leading to development of capabilities. Such capacity-building routines serve as the enabling processes that facilitate learning and cognitive change. Research limitations/implications: This study demonstrates the value of enabling process routines to facilitate learning and cognition change in bridging strategy implementation and change. It also suggests the need to look at a strategy as way-finding in order to better understand the gap between strategy formulation, implementation and change. Practical implications: The study suggests the need for development of learning and cognition change routines as enabling processes in firms and provides insights into how old economy firms may adapt to digital era. Originality/value: This study documents the routine of digital reverse mentoring as an enabling process for strategy development/implementation.
dc.publisherSCOPUS
dc.publisherManagement Decision
dc.publisherEmerald Group Holdings Ltd.
dc.subjectChanging managerial cognition
dc.subjectCognitive inertia
dc.subjectDigital reverse mentoring
dc.subjectDynamic managerial capabilities
dc.subjectOld economy
dc.subjectStrategy implementation
dc.titleEnabling processes as routines that facilitate cognitive change
dc.typeArticle
Appears in Collections:Organizational Behavior

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