Higher education leadership roles in knowledge processing
Purpose - To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge-based organization.Design methodology approach - Through interviews with executive leadership in several higher education institutions...
Gespeichert in:
| Veröffentlicht in: | The learning organization 2005-01, Vol.12 (2), p.140-151 |
|---|---|
| Hauptverfasser: | , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 151 |
|---|---|
| container_issue | 2 |
| container_start_page | 140 |
| container_title | The learning organization |
| container_volume | 12 |
| creator | Martin, Jeffery S Marion, Russell |
| description | Purpose - To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge-based organization.Design methodology approach - Through interviews with executive leadership in several higher education institutions, the ontology of knowledge management was established and the methods by which knowledge gaps were resolved were explored. The question of how leadership behaviors, policies, and programs enable or inhibit knowledge-processing activities was analyzed.Findings - Leadership influence in six key areas emerged as significant in the study: environment manager, network manager, policy manager, crisis manager, knowledge gap manager, and future leader preparation. The authors confirmed that the leader has tremendous control over the knowledge-processing environment and the role of leadership has broader influence than the resolution of knowledge gaps.Originality value - By understanding leadership roles in knowledge management, organizations and their leaders can enhance the learning capacity of the organization. |
| doi_str_mv | 10.1108/09696470510583520 |
| format | Article |
| fullrecord | <record><control><sourceid>proquest_emera</sourceid><recordid>TN_cdi_proquest_journals_215655951</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><ericid>EJ873239</ericid><sourcerecordid>30988028</sourcerecordid><originalsourceid>FETCH-LOGICAL-c471t-761fc220b2d93a8288abd2beca12d74c9a87405225347ecd32440927191b140f3</originalsourceid><addsrcrecordid>eNqNkE9PFEEQxTtGE1f0A5hwmHDw5GBV_5nuPhpEwGAgQWPipdPbXbM0zM6s3bsBvz1NlnAQEz3V4f3eq6rH2FuEfUQwH8B2tpMaFIIyQnF4xmaolWm1BfWcze71tgLyJXtVyhUAIFc4Y_Y4LS4pNxQ3wa_TNDYD-Ui5XKZVk6eBSpPG5nqcbgaKC2pWeQpUShoXr9mL3g-F3jzMHfb98-G3g-P29Ozo5ODjaRukxnWrO-wD5zDn0QpvuDF-HvmcgkcetQzWGy1Bca6E1BSi4FKC5RotzlFCL3bYu21uXf1rQ2XtlqkEGgY_0rQpTiirOqv5v0GwxgA3Fdz7A7yaNnmsTziOqlM1ECuEWyjkqZRMvVvltPT5t0Nw95W7J5VXz-7WQzmFR_7wi9GCC1vldiunsqbbR93na9dpoZWTP7jT4vzrT3lx7j5VHh7ilpT9EP_rgvd_tzxB3Sr24g6VtKUl</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>215655951</pqid></control><display><type>article</type><title>Higher education leadership roles in knowledge processing</title><source>Standard: Emerald eJournal Premier Collection</source><source>Emerald A-Z Current Journals</source><creator>Martin, Jeffery S ; Marion, Russell</creator><contributor>McElroy, Mark W. ; Firestone, Joseph</contributor><creatorcontrib>Martin, Jeffery S ; Marion, Russell ; McElroy, Mark W. ; Firestone, Joseph</creatorcontrib><description>Purpose - To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge-based organization.Design methodology approach - Through interviews with executive leadership in several higher education institutions, the ontology of knowledge management was established and the methods by which knowledge gaps were resolved were explored. The question of how leadership behaviors, policies, and programs enable or inhibit knowledge-processing activities was analyzed.Findings - Leadership influence in six key areas emerged as significant in the study: environment manager, network manager, policy manager, crisis manager, knowledge gap manager, and future leader preparation. The authors confirmed that the leader has tremendous control over the knowledge-processing environment and the role of leadership has broader influence than the resolution of knowledge gaps.Originality value - By understanding leadership roles in knowledge management, organizations and their leaders can enhance the learning capacity of the organization.</description><identifier>ISSN: 0969-6474</identifier><identifier>EISSN: 1758-7905</identifier><identifier>DOI: 10.1108/09696470510583520</identifier><language>eng</language><publisher>Bradford: Emerald Group Publishing Limited</publisher><subject>Accountability ; Adjustment (to Environment) ; College Administration ; Complexity theory ; Corporate culture ; Creativity ; Crisis Management ; Difficulty Level ; Educational Environment ; Educational Policy ; Educational Technology ; Environment ; Epistemology ; Executives ; Governance ; Higher Education ; Knowledge Management ; Leaders ; Leadership ; Leadership Role ; Leadership Styles ; Managers ; Mentors ; Networks ; Ontology ; Organizational behavior ; Organizational Culture ; Organizational learning ; Organizations (Groups) ; Philosophy ; Power ; Presidents ; Problem solving ; Role ; Roles ; Social roles ; Social Theories ; Studies ; Teaching Load ; Teaching Methods ; Tenure</subject><ispartof>The learning organization, 2005-01, Vol.12 (2), p.140-151</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Copyright MCB UP Limited (MCB) 2005</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c471t-761fc220b2d93a8288abd2beca12d74c9a87405225347ecd32440927191b140f3</citedby><cites>FETCH-LOGICAL-c471t-761fc220b2d93a8288abd2beca12d74c9a87405225347ecd32440927191b140f3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/09696470510583520/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/09696470510583520/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,776,780,961,11615,21675,27903,27904,52664,52667,53222,53350</link.rule.ids><backlink>$$Uhttp://eric.ed.gov/ERICWebPortal/detail?accno=EJ873239$$DView record in ERIC$$Hfree_for_read</backlink></links><search><contributor>McElroy, Mark W.</contributor><contributor>Firestone, Joseph</contributor><creatorcontrib>Martin, Jeffery S</creatorcontrib><creatorcontrib>Marion, Russell</creatorcontrib><title>Higher education leadership roles in knowledge processing</title><title>The learning organization</title><description>Purpose - To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge-based organization.Design methodology approach - Through interviews with executive leadership in several higher education institutions, the ontology of knowledge management was established and the methods by which knowledge gaps were resolved were explored. The question of how leadership behaviors, policies, and programs enable or inhibit knowledge-processing activities was analyzed.Findings - Leadership influence in six key areas emerged as significant in the study: environment manager, network manager, policy manager, crisis manager, knowledge gap manager, and future leader preparation. The authors confirmed that the leader has tremendous control over the knowledge-processing environment and the role of leadership has broader influence than the resolution of knowledge gaps.Originality value - By understanding leadership roles in knowledge management, organizations and their leaders can enhance the learning capacity of the organization.</description><subject>Accountability</subject><subject>Adjustment (to Environment)</subject><subject>College Administration</subject><subject>Complexity theory</subject><subject>Corporate culture</subject><subject>Creativity</subject><subject>Crisis Management</subject><subject>Difficulty Level</subject><subject>Educational Environment</subject><subject>Educational Policy</subject><subject>Educational Technology</subject><subject>Environment</subject><subject>Epistemology</subject><subject>Executives</subject><subject>Governance</subject><subject>Higher Education</subject><subject>Knowledge Management</subject><subject>Leaders</subject><subject>Leadership</subject><subject>Leadership Role</subject><subject>Leadership Styles</subject><subject>Managers</subject><subject>Mentors</subject><subject>Networks</subject><subject>Ontology</subject><subject>Organizational behavior</subject><subject>Organizational Culture</subject><subject>Organizational learning</subject><subject>Organizations (Groups)</subject><subject>Philosophy</subject><subject>Power</subject><subject>Presidents</subject><subject>Problem solving</subject><subject>Role</subject><subject>Roles</subject><subject>Social roles</subject><subject>Social Theories</subject><subject>Studies</subject><subject>Teaching Load</subject><subject>Teaching Methods</subject><subject>Tenure</subject><issn>0969-6474</issn><issn>1758-7905</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2005</creationdate><recordtype>article</recordtype><sourceid>BENPR</sourceid><recordid>eNqNkE9PFEEQxTtGE1f0A5hwmHDw5GBV_5nuPhpEwGAgQWPipdPbXbM0zM6s3bsBvz1NlnAQEz3V4f3eq6rH2FuEfUQwH8B2tpMaFIIyQnF4xmaolWm1BfWcze71tgLyJXtVyhUAIFc4Y_Y4LS4pNxQ3wa_TNDYD-Ui5XKZVk6eBSpPG5nqcbgaKC2pWeQpUShoXr9mL3g-F3jzMHfb98-G3g-P29Ozo5ODjaRukxnWrO-wD5zDn0QpvuDF-HvmcgkcetQzWGy1Bca6E1BSi4FKC5RotzlFCL3bYu21uXf1rQ2XtlqkEGgY_0rQpTiirOqv5v0GwxgA3Fdz7A7yaNnmsTziOqlM1ECuEWyjkqZRMvVvltPT5t0Nw95W7J5VXz-7WQzmFR_7wi9GCC1vldiunsqbbR93na9dpoZWTP7jT4vzrT3lx7j5VHh7ilpT9EP_rgvd_tzxB3Sr24g6VtKUl</recordid><startdate>20050101</startdate><enddate>20050101</enddate><creator>Martin, Jeffery S</creator><creator>Marion, Russell</creator><general>Emerald Group Publishing Limited</general><general>Emerald</general><scope>BSCLL</scope><scope>7SW</scope><scope>BJH</scope><scope>BNH</scope><scope>BNI</scope><scope>BNJ</scope><scope>BNO</scope><scope>ERI</scope><scope>PET</scope><scope>REK</scope><scope>WWN</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>CNYFK</scope><scope>DWQXO</scope><scope>E3H</scope><scope>F2A</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>M0T</scope><scope>M1O</scope><scope>PQBIZ</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20050101</creationdate><title>Higher education leadership roles in knowledge processing</title><author>Martin, Jeffery S ; Marion, Russell</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c471t-761fc220b2d93a8288abd2beca12d74c9a87405225347ecd32440927191b140f3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2005</creationdate><topic>Accountability</topic><topic>Adjustment (to Environment)</topic><topic>College Administration</topic><topic>Complexity theory</topic><topic>Corporate culture</topic><topic>Creativity</topic><topic>Crisis Management</topic><topic>Difficulty Level</topic><topic>Educational Environment</topic><topic>Educational Policy</topic><topic>Educational Technology</topic><topic>Environment</topic><topic>Epistemology</topic><topic>Executives</topic><topic>Governance</topic><topic>Higher Education</topic><topic>Knowledge Management</topic><topic>Leaders</topic><topic>Leadership</topic><topic>Leadership Role</topic><topic>Leadership Styles</topic><topic>Managers</topic><topic>Mentors</topic><topic>Networks</topic><topic>Ontology</topic><topic>Organizational behavior</topic><topic>Organizational Culture</topic><topic>Organizational learning</topic><topic>Organizations (Groups)</topic><topic>Philosophy</topic><topic>Power</topic><topic>Presidents</topic><topic>Problem solving</topic><topic>Role</topic><topic>Roles</topic><topic>Social roles</topic><topic>Social Theories</topic><topic>Studies</topic><topic>Teaching Load</topic><topic>Teaching Methods</topic><topic>Tenure</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Martin, Jeffery S</creatorcontrib><creatorcontrib>Marion, Russell</creatorcontrib><collection>Istex</collection><collection>ERIC</collection><collection>ERIC (Ovid)</collection><collection>ERIC</collection><collection>ERIC</collection><collection>ERIC (Legacy Platform)</collection><collection>ERIC( SilverPlatter )</collection><collection>ERIC</collection><collection>ERIC PlusText (Legacy Platform)</collection><collection>Education Resources Information Center (ERIC)</collection><collection>ERIC</collection><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>Library & Information Science Collection</collection><collection>ProQuest Central Korea</collection><collection>Library & Information Sciences Abstracts (LISA)</collection><collection>Library & Information Science Abstracts (LISA)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>Healthcare Administration Database</collection><collection>Library Science Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ProQuest Central Basic</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>The learning organization</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Martin, Jeffery S</au><au>Marion, Russell</au><au>McElroy, Mark W.</au><au>Firestone, Joseph</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><ericid>EJ873239</ericid><atitle>Higher education leadership roles in knowledge processing</atitle><jtitle>The learning organization</jtitle><date>2005-01-01</date><risdate>2005</risdate><volume>12</volume><issue>2</issue><spage>140</spage><epage>151</epage><pages>140-151</pages><issn>0969-6474</issn><eissn>1758-7905</eissn><abstract>Purpose - To examine the critical roles of leadership in higher education and to define how such roles enable an environment that embraces the demands of a knowledge-based organization.Design methodology approach - Through interviews with executive leadership in several higher education institutions, the ontology of knowledge management was established and the methods by which knowledge gaps were resolved were explored. The question of how leadership behaviors, policies, and programs enable or inhibit knowledge-processing activities was analyzed.Findings - Leadership influence in six key areas emerged as significant in the study: environment manager, network manager, policy manager, crisis manager, knowledge gap manager, and future leader preparation. The authors confirmed that the leader has tremendous control over the knowledge-processing environment and the role of leadership has broader influence than the resolution of knowledge gaps.Originality value - By understanding leadership roles in knowledge management, organizations and their leaders can enhance the learning capacity of the organization.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/09696470510583520</doi><tpages>12</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0969-6474 |
| ispartof | The learning organization, 2005-01, Vol.12 (2), p.140-151 |
| issn | 0969-6474 1758-7905 |
| language | eng |
| recordid | cdi_proquest_journals_215655951 |
| source | Standard: Emerald eJournal Premier Collection; Emerald A-Z Current Journals |
| subjects | Accountability Adjustment (to Environment) College Administration Complexity theory Corporate culture Creativity Crisis Management Difficulty Level Educational Environment Educational Policy Educational Technology Environment Epistemology Executives Governance Higher Education Knowledge Management Leaders Leadership Leadership Role Leadership Styles Managers Mentors Networks Ontology Organizational behavior Organizational Culture Organizational learning Organizations (Groups) Philosophy Power Presidents Problem solving Role Roles Social roles Social Theories Studies Teaching Load Teaching Methods Tenure |
| title | Higher education leadership roles in knowledge processing |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-27T05%3A20%3A18IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_emera&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Higher%20education%20leadership%20roles%20in%20knowledge%20processing&rft.jtitle=The%20learning%20organization&rft.au=Martin,%20Jeffery%20S&rft.date=2005-01-01&rft.volume=12&rft.issue=2&rft.spage=140&rft.epage=151&rft.pages=140-151&rft.issn=0969-6474&rft.eissn=1758-7905&rft_id=info:doi/10.1108/09696470510583520&rft_dat=%3Cproquest_emera%3E30988028%3C/proquest_emera%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=215655951&rft_id=info:pmid/&rft_ericid=EJ873239&rfr_iscdi=true |