This week's research briefings sent out to members

Flexibility, strategy & knowledge management – members only research briefings

This week's Research Briefings

This week our members received the following three research briefings…

  1. Psychological flexibility
  2. The four dilemmas of strategic timing
  3. Knowledge management success in organisations


Research Briefing


The critical importance of psychological flexibility and how it predicts mental health outcomes and resilience


Keywords: Psychological inflexibility, Psychological flexibility, cognitive flexibility, cognitive inflexibility, coaching


Psychological flexibility refers to a number of things, such as how an individual:

  1. Adapts and adjusts to changing circumstances and demands.
  2. Reconfigures, shifts and refocuses their mental resources.
  3. Is able to change perspective and view things from different view points.
  4. Balances and negotiates competing and conflicting needs, wants, desires and demands.

Importantly, previous studies have found that psychological flexibility is a non- permanent psychological state that can be fostered and developed over time. It has also been strongly linked to resilience and emotional stability. A 2015 study found that psychological flexibility is the single largest factor which insulates or ‘inoculates’ armed services personnel who have engaged in combat from stress, depression and the risk of suicide. Psychological flexibility was found to prevent emotional distress following combat exposure.

This briefing is based on two new studies that have just been published about how psychological flexibility predicts mental health outcomes and responses to stress

Members can download this research briefing for free – Login and click here: The critical importance of psychological flexibility and how it predicts mental health outcomes and resilience


The four dilemmas of strategy timing


Keywords: strategy, strategy implementation, timing, strategy timing, strategic implementation, dilemma


Developing and executing a strategy successfully takes more than just strategy formation and execution. A range of previous studies over the last 30 years have shown that getting the timing right when implementing a strategy is every bit as vital as its execution. The timing of the strategic move can make the difference between success and failure. Understanding not only when the optimal time to implement a strategy is, but also understanding how to pace strategy implementation are critical factors in successful strategy execution.

A new study by researchers has looked at the issue of strategic timing and found that there are four primary dilemmas facing leaders and managers trying to get the timing of their strategy right…

Members can download this research briefing for free – Login and click here: The four dilemmas of strategy timing



What organisational factors increase the chances of knowledge management success?


Keywords: knowledge management, knowledge management success, organisational factors


Knowledge, in any organisation, is, and should be, considered to be a strategic asset. As such, knowledge management (the collection, collation, storage, dissemination and appropriate use of knowledge) should be considered a high priority in any organisation or company. Many previous studies have shown that constructive knowledge management is a key element in an organisation’s competitive advantage, operational success, productivity and profitability.

A new review of previous research studies has been conducted to see what correlations there are for organisational success factors of knowledge management in peer-reviewed research papers published since 2000. In short, the study wanted to find out what factors have been found that predict knowledge management tool success.

Members can download this research briefing for free – Login and click here: What organisational factors increase the chances of knowledge management success?


Not a member? – Apply to join now and get:

  1. Weekly research briefings sent direct to you every week
  2. A copy of the Oxford Review containing between twelve and sixteen additional research briefings every month
  3. Research Infographics
  4. Video research briefings.
  5. The occasional special reports / short literature reviews on topics that appear to be getting a lot of research attention or if there has been a recent shift in the thinking or theory
  6. The ability to request a watch list for new research in keyword areas (as long as it is within the realms of:
    1. Leadership
    2. Management
    3. Human resources (not legal aspects)
    4. Organisational development
    5. Organisational change
    6. Organisational learning
    7. Learning and development,
    8. Coaching
    9. Work Psychology
    10. Decision making
  7. Request specific research / brief literature reviews
  8. Access to the entire archive of previous research briefings, copies of the Oxford Review, infographics, video research briefings and special reports.
  9. Members only podcasts – research briefings in audio – coming soon

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page