Development and Learning in Organizations: Volume 33 Issue 2

Organizational culture: does it influence the way a company deals with CSR?

Sandra Castro-González, Belén Bande

This paper aims to show how managers model culture for employees to promote corporate social responsibility (CSR) practices.

Organizational readiness for change: an inherent concern for Indian small and medium enterprises (SMEs)

Sunil Budhiraja

This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the…

Women leaders and organizational diversity: their critical role in promoting diversity in organizations

Anuja Gupta

The purpose of this paper is to analyze the role of women leaders in enhancing and managing diversity in organizations.

Leadership development learning accelerators: voices from the trenches

Clinton O. Longenecker, Gary S. Insch

The purpose of this paper is to highlight the practices that high-performance leaders believed were influential for accelerating their development as leaders.

Inter-organizational mentoring: a four phase conceptual model for success

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu, Pilar Fernández-Ferrín

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

Artificial intelligence-based training learning from application

Ashwani Kumar Upadhyay, Komal Khandelwal

This paper aims to discuss the rationale, theoretical foundation, application, and future of artificial intelligence (AI)-based training.

Improving the socialization of new employees: How the input of co-workers can be crucial

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

Towards greater likelihood of project success: Leadership style and goal clarity can help

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

Leaders as learners

During the Brexit crisis that engulfed the UK and, to an extent, the European Union during 2017 and 2018, there were frequent calls for “better leadership,” for people to “stand…

All executives are equal, but are some more equal than others?: Imbalances in Icelandic

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

Tuning in to the talent

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

Learning how we learn: Designs and frameworks for online engagement

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

Radical reorganization: an interview with DCMN’s Thomas Greiderer

Carys Morley

Conference roundup