Development and Learning in Organizations: Volume 24 Issue 2

Learning to lead – self managed learning and how academics resist understanding the process

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

Awakened leaders: who are they and why do we need them?

Introducing awakened leadership, a flexible, human‐oriented leadership style, based on ancient principles yet geared toward needs of today's working community.

Enhancing organizational recovery in tough times: a pragmatic perspective

The purpose of this paper is to offer possible perspectives on pursuing organizational recovery given the current level of intensity in the global economic environment.

Collaborative learning and development: critical success factors from the experience of four UK universities

The paper presents the critical success factors that fostered effective collaborative learning and development among a cluster of UK universities seeking to benchmark their…

3D internet and enterprise: emergence of virtual worlds and serious games in the workplace

The purpose of this paper is to describe the transformative impact that 3D technologies rooted in entertainment, e.g. games and virtual worlds, are beginning to have on the…

First Direct becomes a fresher: Birth of foundation degree course for contact centers

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

United we stand for top performance: Firms must keep the “own goals” at bay

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

Mentors and minorities: How to create a united workplace

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

Alcatel‐Lucent University: Customer and employee learning at Alcatel‐Lucent University

To explain the effectiveness, and otherwise promote, Alcatel‐Lucent University as a training institution for partners, clients, and employees.

Action Learning for Managers

Impact and scholarship: unlearning and practising to co-create actionable knowledge

Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy

Diary

Understanding managerial development: integrating developmental assignments, learning orientation and access to developmental opportunities in predicting managerial competencies

Improvisation and learning in organizations – an opportunity for future empirical research

Embedding a threshold concept in teaching and learning of product development management

Editorial

The practice turn-away: forty years of spoon-feeding in management education

Foreign market entry strategies and post-entry growth: acquisitions vs greenfield investments

Market orientation, NPD performance, and organizational performance in small firms

Relative performance compensation, contests, and dynamic incentives

A service-learning initiative within a community-based small business

Interview with James Clarke