Development and Learning in Organizations: Volume 26 Issue 3

The myth of “transferable skills” for senior executives – key lessons to be learned

This paper aims to challenge the notion that senior managers and executives have a set of “transferable skills” that can be successfully ported from one type of organization to…

Do non‐profit organizations ever really learn from their mistakes – or are they doomed to repeat them?

The aim of this article was to emphasize that board member failure to develop a succession plan places the organization in a precarious status quo mode, and thereby to help…

Learning how to lead self before leading others: an industry perspective from Australia

This paper aims to present research‐based insight on the significance of building self‐awareness and self‐efficacy as foundation to other forms of leadership development

Experiential learning – creating learning experiences with business impact

This paper aims to show the benefits of experiential learning for delivering business results, and to justify the cost of training in our current economic climate.

“Let me make this clear”: creating high trust organizations

This paper aims to show the relationship between trust and clear communication and why it is essential for organizations to develop these high trust firms.

Italy's ageing workforce: Improving HRM practices can prevent skills shortages

This paper aims to examine the reasons for low labour force participation rates among older workers in Italy and discuss how changing human resource management practices can…

What is the essence of leadership?: The spiritual, environmental, team leading, talent managing guide to the top job

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Nurturing creativity: The development and application of creative thinking enhances business success

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Interview with Andrew Kilshaw, Chief Learning Officer at Nike Inc.

The purpose of this article is to provide an interview with Andrew Kilshaw.

Driven to Lead: Good, Bad and Misguided Leadership

This paper reviews the latest learning and development books across the globe and pinpoints practical implications.

Editorial

Enhancing virtual learning team performance: a leadership perspective

The combined influence of top and middle management leadership styles on absorptive capacity

Decision support systems for human resource training and development

An insider’s view to meeting the challenges of blended learning solutions

Thriving at work: toward its measurement, construct validation, and theoretical refinement

Diary

The rules of knowledge acquisition: designing the right employee training programme for your business

Problem absorption as an organizational learning mechanism in project-based companies: process thinking perspective

Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan’s banking and insurance industries

Delivering on the promise of knowledge technologies for learning

Learning about governance through nonprofit board service

Educating Educators with Social Media