Development and Learning in Organizations: Volume 17 Issue 6
Strapline:
An International JournalTable of contents
Franchisee power : 50 percent reject recognized training
What happens when a franchiser’s training agenda is different from that of the franchisees’? In a challenge to formal, recognized industry training one group of franchisees is…
Developing effective employee learning experiences : One size does not fit all
When an employee needs to learn something new, our tendency is to follow a fairly predictable model – send them off on a course. Experience shows, however, that this…
Filling the savings gap : How creating a career path may provide a solution
The UK is often seen as a mature market for financial services. Yet maturity does not mean stagnation and change is a regular feature of business life both at the micro and macro…
Learning through action : Management development through action learning and action research
Management development is increasingly becoming a strategic business goal for organizations in their drive to adapt to and anticipate change, with differences between management…
A new role for HRD for emergent organizations : Going with the flow
From the perspective of being engaged with training, learning, development over four decades, my view is that HRD has never quite been able to decide whether its focus should be…
AstraZeneca’s balanced approach to knowledge management : Knowledge is power
The technological revolution of the last 20 years or so has made an incalculable impact on knowledge management. Software engineering has become a highly knowledge‐intensive…
Giving the lead : Timeliness more important than personal qualities when it comes to leadership
Henry Ford once said that asking “Who ought to be boss?” is like “Who ought to be the tenor in the quartet?” The answer is obvious: the man who can sing tenor. Traditional views…
Benchmarks en route to a better learning capability : Encouraging the innovators
The notion that organizations need to carry out certain operations because “we have always done them” makes no sense. It is the same principle as the “we’ve always managed without…
The sky’s the limit for Boeing: Enterprising project management boosts airline giant
In the highly competitive twenty‐first century business world, only the strong survive. Even maintaining the status quo may not be enough to prevent rivals from gaining a…
ISSN:
1477-7282Renamed from:
Training Strategies for TomorrowOnline date, start – end:
2003Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Anne Gimson