Organisational capabilities

Our research programme
We regularly conduct research around organisational capability - be this specific capabilities that organisations need such as leadership, or the methods to improve capability such as performance management or career development.


Our previous publications on organisational capabilities

Business Benefits of Management and Leadership Development

High performing organisations report higher levels of line manager effectiveness with 80% of managers in high performing organisations having an effective manager, compared with 39% in low performing organisations. There is considerable scope for improving the effectiveness of UK management and that, by doing so, organisational performance will improve. Current management and leadership development practices are not meeting the need for improved management effectiveness. This was research conducted in partnership with the Chartered Management Institute (CMI), Manchester Business School, Henley Business School and Penna Consulting investigating the tangible business benefits on management and leadership development – including the impact on employee engagement and retention. Author: Jackie Switzer. Published Spring 2012. Research Manager: Kelly Drewery.

Harnessing creativity and innovation

This report explored how organisations can harness, and benefit from, their creativity and innovation. ‘Creativity’ is about the generation and sharing of ideas and the report will focus on what features characterise an environment conducive to creativity. ‘Innovation’ is the process whereby creative ideas are implemented and different strategies to implement innovation are explored. This research illustrates the importance of understanding how engaged workers can contribute significant intangible value to their organisation’s development. Published by The Work Foundation Oct 2003. Author: Kelly Drewery.

Outsourcing and Offshoring: Implications for organisational capability

This research report explored implications for UK business around global changes in outsourcing to lower wage countries. The popularity of offshoring has nurtured a fear in high income countries such as the UK that even relatively high-skilled, well-paid jobs are now also under threat by this next wave of technology driven globalisation. The implications for changing capability in UK businesses is explored. Published by The Work Foundation, Sept 2003. Editor: Kelly Drewery; Authors: Greenwich University.