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Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited
Article Type: Editorial From: Development and Learning in Organizations, Volume 24, Issue 6
We begin this issue of the journal with an article about a role I have not come across before – that of an “information contextualizer” (IC). Paul Bridle draws our attention to the ever-rising flood of information – much of which comes at us via an increasing array of technologies. He proposes that an IC acts as a filter to search out and qualify the information that is most pertinent to the client organization’s specific need. An intriguing idea.
Vanessa Ratten’s article explores the emerging technology of e-book devices. I’m someone who prefers the feel and texture of a “real” book, chosen from the shelves, preferably with coffee at hand. However, my curiosity was sufficiently aroused to take a look at the various products she mentions. She also flags a number of organizational uses, which may bring that elusive, paperless office a step closer.
Kunal Sharma shares a helpful case study, which explores how HP University in India created its strategic architecture for e-learning. His research comments on a number of critical success factors within which, the views of the students and the changing role for instructors are well worth noting.
Our first review article entitled “E-learning at Dartmoor National Park Authority” explores the same theme. The level of similarity in the problems they have experienced is interesting. Unless organizations address these issues, the successful take-up of any e-learning opportunity will be much limited.
How would you recognize the difference between spirituality in the workplace and organizational politicking? Joan Marques explores the differences between these two phenomena and offers some thought-provoking potential consequences based on the choices people make.
Joseph Santora, James Sarros and Mark Esposito present the findings of a recent survey on the types of leadership development offerings in small to mid-sized organizations (SME) in the non-profit sector. A lack of funding and an over-reliance on in-service workshops are among the issues they draw our attention to.
Our second review article “Developing talent in times of trouble” might provide some answers for our SME readers. It argues that the most cost effective solutions are also the best in terms of efficacy.
A different, and some would say cost-effective, solution is considered in “Trust me, I’m manager and coach”. This article explores the need to ensure that an environment of trust and employee engagement is created and that managers also have the skills and capabilities to effectively coach their team members.
Our last review piece, “Transforming China’s business practices”, outlines a case-study of how one state-owned enterprise is adapting to Western business practices to improve its performance. The five lessons, distilled from research conducted during a month-long visit, are well worth contemplation.
You might already have seen our “call for papers” for the special issue for 2011. This will focus on work-based learning approaches and I’d be delighted to hear from you if you have an interesting case study or research in this area.
Finally, as we are coming towards the end of 2010, all that remains for me to do is to wish you all a successful and, above all, peaceful New Year.
Anne GimsonBased at Strategic Developments International, UK. email@example.com