Do high‐flyer programmes facilitate organizational learning?
Abstract
Gives an overview and a critical analysis of the concept of high‐flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge‐ and service‐based organizations, discusses the strengths and weaknesses of traditional management development programmes. In particular, presents the so‐called fast‐track programmes for high‐potential employees. Shows that although management development is supposed to be a vital contributor to organizational competence, learning and change, high‐flyer programmes are still mainly an instrument for individual and personal career development. Presents an alternative interpretation of management development, which emphasizes the match between personal growth and organizational learning, and which links career, organizational development and the competitive advantage of the organization. In conclusion, discusses the implications for practice and research.
Keywords
Citation
Holt Larsen, H. (1997), "Do high‐flyer programmes facilitate organizational learning?", Journal of Managerial Psychology, Vol. 12 No. 1, pp. 48-59. https://doi.org/10.1108/02683949710164253
Publisher
:MCB UP Ltd
Copyright © 1997, MCB UP Limited