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A theoretical model of collective learning has been developed based on complex systems theory. The need for collective learning is illustrated by an empirical study of an “unsuccessful” organizational‐renewal project in a Swedish Telecom firm. The conclusion, using chaordic systems thinking as a diagnostic framework, is that its interior was underdeveloped. A suggestion is given for use of collective learning to develop the organizational‐mind domain of the telecom firm in order to make the desired organizational‐behavior change more likely to occur. Collective learning is drawn apart for analytical purposes into four abilities: relationics, correlation, internal model, and praxis. It was possible to operationalize the theoretical model into a questionnaire and the model functioned well when analyzing the answers in a way that could be understood and accepted by the respondents of the questionnaire, and to give a base for work on improvements.

Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a timely manner to quickly changing customer demands without compromising technological excellence and quality is a complex task. This chapter builds on a five-year study of transformation efforts at a product development unit of Ericsson. The complexity of designing and managing learning mechanisms as both a transformation engine and a way to improve new product development is captured. The chapter points toward the challenges of designing and managing learning mechanisms that enhance organizational agility.

The purpose of this paper is to analyse the changes taking place when learning moves from a transmissive learning model to a collaborative and reflective learning model and proposes consequences for quality development.

The paper summarises relevant research in the field of e‐learning to outline the differences between e‐learning 1.0 and e‐learning 2.0 and amalgamates it with a series of previously published works. The characteristics of quality development are analyses in a next step and suitable methodologies for developing quality for e‐learning 2.0 environments are selected, proposed and explained.

Even though the question of quality is controversially discussed already when e‐learning 1.0 appeared on the market, e‐learning 2.0 creates even more insecurity. This paper aims at answering the following questions: what constitutes the new, innovative element, which is described by Web 2.0 and e‐learning 2.0? Does this development have consequences for how it assures, manage and develop quality in e‐learning? In three steps, it is described what e‐learning 2.0 constitutes, which basic elements of Web 2.0 it builds on, and what has changed. In a second, step the consequences this implies for quality development in e‐learning are discussed. Third, a number of methods as examples and practical advice on how to further advance quality development are described.

The original value of the paper is to outline the changes which have to be taken into account in new and innovative learning environment which are build on Web 2.0 technologies and to draw consequences for quality development as well as suggest methodologies for educators and learners to improve quality of such learning environments.

Radical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.

The research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.

Two main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.

This paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these resources in a non-exploitive way, regenerating them, and paying due attention to the needs and ambitions of its stakeholders in the short- and long-term. For most presently existing organizations attaining and maintaining sustainability requires a midcourse correction, a transformation process. This chapter reviews the main concepts regarding sustainability and previous research of organizational development in this context. It presents a four-phase model for this transformation process and illustrates the model's application in four different contexts. The results are discussed and directions for further research are presented.

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

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

When Israeli airline El Al became a private company in January 2005 after five decades as the government‐owned national carrier, the new owners decided that a new service culture should be assimilated among its 6,000 employees, and a premium service strategy was adopted to that end. The result was a change in their brand by utilizing learning mechanisms. The CEO and top management led an integrative and holistic process based on cognitive, structural and procedural learning mechanisms.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this article is to analyze the present level of the adoption of TQM in firms, and to outline an evaluation of its evolving path.

A qualitative method was chosen to analyze the “state‐of‐the‐art” of TQM. A total of 21 firms were investigated, using the case study method, in detailed multiple case studies.

In most of the investigated firms, TQM was characterized by stronger and stronger cultural and behavioural features. The co‐ordinated and systematic development of TQM basic factors helps the priming and feeding of innovative processes favouring the course towards business excellence.

The research is based on a sample of firms and it is necessary to amplify the research process including other enterprises and to outline some forms of categories (with cultural and behavioural aspects).

If TQM is appropriately managed, it supports the organization in achieving excellence, the real source of stakeholder value's continuous creation. In order to achieve business excellence and stakeholder value, TQM importance can be found in two main levels: developing a strategic dimension and the organizational dimension of synergies among TQM, business excellence and stakeholder value.

This paper provides an important contribution in the understanding of the evolution of TQM, stressing theoretical and practical implications in a new perspective. This is a composite perspective based on three elements: innovation, excellence, and value.

This paper aims to identify the main dimensions that determine the ability of cities to compete as locations for business and hubs for investment which can help policymakers to manage and prioritize urban development strategies.

A composite indicator is proposed as a weighted aggregate of sub-indicators for the identified component dimensions (basic, efficiency-related and innovation-related competitiveness). The indicator is used to draw up a ranking of 159 European Large Urban Zones (LUZs) located in 26 EU countries based on 31 indicators, broken down into the three core dimensions of urban competitiveness identified.

The dimensions underlying urban competitiveness in relation to the location of firms and attracting investment determine the level of economic development of the LUZs. The most competitive cities in the sample have a high level of economic development, and the innovation dimension is the most significant one for the three groups of cities considered, followed by the efficiency dimension and, to a lesser extent, the basic dimension.

The findings provide guidance to policymakers on the most relevant dimensions for urban competitiveness.

This paper contributes to the literature shedding light on the complex relationships between efficiency-related and innovation-related factors with regard to urban competitiveness.

This paper aims to contribute to a general understanding of mental practice by investigating the utility of and participant reaction to a virtual reality maintenance training among underground coal mine first responders.

Researchers at the National Institute for Occupational Safety and Health’s Office of Mine Safety and Health Research (OMSHR) developed software to provide opportunities for mine rescue team members to learn to inspect, assemble and test their closed-circuit breathing apparatus and to practice those skills. In total, 31 mine rescue team members utilized OMSHR’s BG 4 Benching Trainer software and provided feedback to the development team. After training, participants completed a brief post-training questionnaire, which included demographics, perceived training climate and general training evaluation items.

The results overall indicate a generally positive reaction to and high perceived utility of the BG 4 benching software. In addition, the perceived training climate appears to have an effect on the perceived utility of the mental practice virtual reality game, with benchmen from mines with more positive training climates reporting greater perceived efficacy in the training’s ability to prepare trainees for real emergencies.

This paper helps to broaden current applications of mental practice and is one of the few empirical investigations into a non-rehabilitation virtual reality extension of mental practice. This paper also contributes to the growing literature advocating for greater usage of accurate and well-informed mental practice techniques, tools and methodologies, especially for occupational populations with limitations on exposure to hands-on training.

This paper aims to explore current management attitudes towards benchmarking and its implementation within small business‐to‐business service firms in order to enhance a deeper understanding of benchmarking within such contexts.

The paper uses in‐depth case analysis of small architectural services to collect empirical data on benchmarking initiatives, attitudes, key characteristics and constraints on benchmarking.

Findings suggest that there are significant variations in the receptiveness of small business‐to‐business firms towards the adoption of benchmarking. There may be an inherent distrust of benchmarking, as it is primarily perceived as being a tool for larger organizations, where productivity improvements are the main driver. Evidence of perceived constraints in both the implementation of benchmarking and in the definition of what constitutes best practice highlighted a cultural difficulty for small architectural firms when adopting a business process orientation. Traditionally, when evaluating their services, architectural practices are oriented towards professional design criteria, often with creative rather than business process priorities. Results suggest less cumbersome measurement models than key performance indicators (KPI) are needed to allow organically developing firms, such as architectural services, to apply benchmarking and quality ideas flexibly.

Research on current management attitudes towards benchmarking or actual implementation of benchmarking techniques in small business‐to‐business service firms is scarce. This paper addresses this by developing a deeper and richer contextual understanding of benchmarking within such contexts.