International Journal of Contemporary Hospitality Management: Volume 14 Issue 7

Why do managers learn best at work?

Gordon Prestoungrange

Considers the factors that are driving the switch from mainstream higher education to internalized corporate university/corporate business school structures. Reviews the reasons…

Learning from change

Richard Teare, Stephanie Monk

Explores the changing nature of managerial and organizational work in relation to the opportunities that this affords for learning from change. Examines some of the “drivers” and…

Fast‐forward to accredited corporate learning?

Richard Teare, Jane Neil

Relates the state of organizational readiness to the type of infrastructure needed to support effective corporate learning. Considers next the vision for learning and the…

Cascading organizational learning

Richard Teare, David F. Pantin

Argues that learning and strategy should be indistinguishable and that the organization should seek to drive its own internal structures for learning with the same vigour and…

Capturing organizational learning

Richard Teare, Chris Rayner

Relates the process of organizational change to the opportunities to align strategy and learning that this affords. Argues that an embedded system for accredited action learning…

Re‐defining the focus of workplace learning

Alison Winch, Hadyn Ingram

Advances the view that workplace learning approaches should no longer be driven by content, but should be more learner centred. Argues this case through a model of leadership…

Delivering management development through action learning

Debby Hudspith, Hadyn Ingram

Outlines how management development was delivered for Beefeater managers in Whitbread Restaurants’ accredited corporate business school. Explains the business context, the aims of…

High performance learning at work

Richard Teare, Hadyn Ingram, Gordon Prestoungrange, Eric Sandelands

Contends that high performance in terms of managerial learning, attainment and return on investment in learning can be readily achieved using the process of action learning…

Learning for a purpose: building a corporate university

Harry Lenderman, Eric Sandelands

Considers the use of a corporate university, driven by the human resources department and adopted by operations. Uses action learning principles to achieve corporate goals. Puts…

Futurewise – Six Faces of Global Change

Richard Teare

Winning the Talent Wars

Richard Teare