The Learning Organization: Volume 29 Issue 6

The ever-changing personality: revisiting the concept of triple-loop learning

Florian Fahrenbach, Florian Kragulj

Considering personality as changeable through a bottom-up process of altering states, habits and traits, constitutes a shift in the predominant paradigm within personality…

Fostering egalitarianism for team learning in professional service teams

Victoria H. Batt-Rawden, Laura E.M. Traavik

The purpose of this study is to explore what contributes to egalitarian teams and facilitates for team learning in professional service teams.

Connecting organizational learning and open innovation research: an integrative framework and insights from case studies of strategic alliances

Giulio Ferrigno, Nicola Del Sarto, Valentina Cucino, Andrea Piccaluga

This study aims to combine open innovation (OI) and organizational learning (OL) literature in the context of strategic alliances.

Knowledge sharing and knowledge hiding in light of the mistakes acceptance component of learning culture- knowledge culture and human capital implications

Wioleta Kucharska, Teresa Rebelo

This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

The whereabouts of interorganizational learning: a maritime case study

Bjarne Pareliussen, Marte Fanneløb Giskeødegård, Vilmar Æsøy

This paper aims to present the results from a case study that investigated interorganizational learning in a buyer and seller relationship in the context of the maritime industry…

Training value, employee internal states and training transfer: examining the web of relationships

Raphael Papa Kweku Andoh, Emmanuel Afreh Owusu, Elizabeth Cornelia Annan-Prah, Georgina Nyantakyiwaa Boampong

This study aims to examine the web of relationships among training value, employee internal states (psychological empowerment, employee engagement and motivation to transfer) and…

Book Review

Alexander Paul Fust