Development and Learning in Organizations: Volume 35 Issue 6

Exploring push and pull factors for talent development and retention: implications for practice

Justine Mutanga, Godwin Kaisara, Khulekani Yakobi, Sulaiman Olusegun Atiku

This study explores some of the key push and pull factors to consider in talent development and retention of competent employees by businesses operating in Namibia.

Technological illiteracy in an increasingly technological world: methods to help employees create with rather than simply consume technology

Daniel Pfaltzgraf, Gary S. Insch

This paper discusses the technology gap in today’s newer hires where younger employees are often believed to be more technologically astute than they really are. Younger employees…

Industry 4.0 disruption: assessing the need for adaptive capability

Uma Shankar Rangaswamy

Considering the advent of Industry 4.0, organizations need to undergo digital transformation to survive disruptions owing to rapid technological changes. Accordingly…

What is behind grit? Developing stamina for your organization

Juan Manuel Menéndez Blanco

This paper offers a practical conceptualization and understanding of grit, exploring what grit adds to the organizations and how to develop it at an individual and organizational…

It is not a case of “one size fits all”: the need for customized HRM practices for employee engagement

Geetha Jose, Nimmi P. M., Sebastian Rupert Mampilly

This study seeks to evaluate the role of HRM practices in enhancing Employee Engagement, particularly at varying levels of perceived psychological safety.

Learning as cognition: a developmental process for organizational learning

Rob E. Carpenter

The aim of this article is to present a viewpoint from learning as individual and group cognition for the benefit of organization learning scholarship.

Managers’ experiences as recipients: impact on organizational change

The purpose of this study is to explore how managers’ prior experiences as recipients of change influence the organizational changes they then go on to make in their management…

Co-creating value for customers: A collaborative approach to organizational learning helps

Strong emphasis on learning can help organizations more closely engage with customers to co-create value for them. Collaboration is vital and leadership plays an important role in…

Towards increased understanding of organizational learning: The role of fieldwork in providing greater depth

Current approaches to organizational learning are limited in the insight they provide. Greater understanding is attainable through more engagement in fieldwork and an emphasis on…

Empowering employees to increase creativity: The positive influence of authentic leadership

Businesses today must constantly innovate in order to remain competitive. Employee creativity is critical to such aims and can be enhanced when they are trusted, empowered and…

Making diversity a workplace asset: Focus on inclusion and employee well-being

Diversity in the workplace has scope to function as a double-edged sword. Firms must recognize different forms of diversity and their scope to vary in how they shape employee…

An ideal climate for knowledge-sharing and organizational learning: Transformational leadership holds the key

In order to innovate effectively, firms must develop a learning culture. Transformational leadership can play a critical role in building an organizational climate which…

Finding effective ways to address work-family conflict: The critical role of supervisor support

An unhealthy work-life balance is a major cause of turnover intentions among the workforce. Firms can effectively address the issue by ensuring that supervisor support is…

Millennial turnover intentions: how can B-schools make a difference?

Pragnya Acharya, Joaquin Garcia-Tapial, Lalatendu Kesari Jena

The article intends to instigate a new thought process for management institutions to reshape their curriculum and design their teaching around mitigating the rising attrition…