Development and Learning in Organizations: Volume 21 Issue 3

Do we really want all learning to be experiential? The hot stove effect

To expose the errors of assuming that all experiential learning is good and to challenge naïve use of Kolb's learning cycle. The article also provides advice to organizations on…

CHANGE: a concept of organizational learning and change

This article presents a new concept of organizational learning and subsequent organizational change, called CHANGE.

Developing local talent in international subsidiaries: the importance of trust and respect in Toyota

To analyze the challenges and solutions in developing local employees for managing subsidiaries – the implementation of Thainization philosophy at Toyota Motor Thailand (TMT).

Role‐playing: a learning process to aid supply chain integration

This paper introduces an alternative use of an existing learning mechanism to aid in gaining acceptance of others' roles within a supply chain. This view places an emphasis on…

A learning partnership between L&D and the business: the case of “AXA Academy”

This article describes a strategic Learning & Development (L&D) initiative that has begun in the UK giving the “story so far” on how the approach has been radically altered…

UK managers: is capability in the eye of the beholder?

This article analyses whether UK managers are more or less capable than those from competitor nations.

All glitter, no reflection: Should Bollywood change its formulaic approach to film production?

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Learning from experience: The success of mentoring in the small‐business environment

Reviews a mentoring project for small‐businesses in regional Australia.

Getting the best out of training: Value in evaluation

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Be structured in managing talent: Don't leave sustainable competitive advantage to chance

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

An interview with Morag Mathieson

This paper consists of an interview with Morag Mathieson of The Glenmorangie Company.

Work time and learning activities of the continuously employed: a longitudinal analysis, 1998-2004

Explication: working to discover and share new knowledge from prior experience

The corporate university's role in managing an epoch in learning organization innovation

Institutional evaluation and its influence on organizational learning

What's on the web

Learning and Development

Japan's learning communities in Hewlett-Packard Consulting and Integration: challenging one-size fits all solutions

From university to working life: mentoring as a pedagogical challenge

Diary

The lure of simplicity: learning perspectives on innovation

Dynamics of organizational learning and continuous improvement in six sigma implementation

Business school strategy and the metrics for success

Editorial