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This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

For managers struggling with the vocabulary and concepts of the learning organization, Harvard Business School's David Garvin proposed five practical steps to readers of European Quality.

This paper aims to review the latest management developments across the globe and pinpoints 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.

The paper fidns that “Some people just never learn” and “Will they ever learn?” are among those expressions of exasperation usually uttered when someone has caused trouble or pain by ignoring the lessons of previous mistakes.

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 paper seeks to examine major challenges facing MBA programs and to argue that they will have to reconsider their value proposition. It aims to explore effective curricular and programmatic responses as opportunities for MBA programs to innovate. The paper also aims to call for collective action across the business school field to effectively address these challenges.

The research is grounded in empirical methods including semi‐structured interviews, data on curricula, courses, applications, enrollments, tuition and fees, and faculty hiring, and case studies of particular institutions.

Business schools need to reassess the facts, frameworks, and theories that they teach, while also rebalancing their curricula to focus more on developing skills, capabilities, and techniques as well as cultivating values, attitudes, and beliefs.

The paper draws on original sources of qualitative and quantitative data to present a detailed picture of the current state of MBA education. It identifies eight unmet needs based on interviews with deans and executives, and proposes curricula innovations that address these needs.

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.

Management decisions are increasingly subject to public inspection and evaluation. As the public's expectations of business leaders have risen, so too have the accompanying calls for broadening the scope of business training. All too many MBA programs are still falling short.

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.

Investigated the effects of ISO 9000 standards on the US textile industry through an industry survey. Examined the relationship between product quality and ISO standards. Provides results on the effects of ISO 9000 on the textile industry, especially on product quality. Implementation of ISO helps to improve product and process quality, reduces rework and defective supplies, and can be used as a marketing tool. The cost of ISO 9000 certification was negligible compared to the benefits it provides. ISO certified companies reported that their total costs went down with regard to maintaining quality. With the implementation of ISO, management becomes committed to quality. ISO certified companies seem to have focused more clearly on quality of products and operations. ISO certification motivates employees to improve quality.

A sample consisting of senior executives of 61 companiues in Saudi Arabia was obtained to examine the nature of their attitudes toward ISO 9000 quality standards. Results indicate that those companies that are highly and positively inclined toward ISO 9000 standards are mostly manufacturing firms with an ownership status of joint ventures or partnerships, have a large number of employees and market products in both domestic and foreign markets. The personnel of these companies have been persuaded and educated about ISO 9000 standards through direct contact and personal involvement. Most of these have traced overall quality improvement, an d improved flow of activities and coordination to the influence of ISO 9000 standards. Service and trading sectors and small companies in Saudi Arabia seem less concerned about ISO 9000 standards.

The purpose of this paper is to put forward the position of chief learning officer (CLO) as a potential new role or models for new roles in libraries wishing to integrate human resources, strategic planning, and budgeting.

The paper reviews the history and present functions of the CLO role in the corporate world, correlating work within the library field with key aspects of the position as way by which to conceptualize the integration of disparate library operations.

The position of CLO has not yet entered the library and information science (LIS) discourse.

Libraries that do not have CLO-like positions in their organizations may benefit from adopting or adapting the position to their libraries.

The paper introduces the CLO position to the field of LIS.

One of the primary goals of organizations in a free enterprise system is to be competitive. Although the measures of competitiveness may appear different for manufacturing and service organizations or for government and religious organizations, in order to be competitive, any organization must provide products and services for which customers or clients are willing to pay a fair return or price. In the long run, in a free enterprise system, competitiveness is measured by the ability of the organization to stay in business and to protect the organization's investments, to earn a return on those investments, and to ensure jobs for the future.

The financial analysis of international investment decisions is complex. The basic methodology which homes in on incremental cash flows needs to be refined in order to focus upon cash flows which are remittable to the parent company, for it is only these that would logically add shareholder value. Build in the complications of two lots of tax and changing exchange rates and the equation looks anything but simple. But there is another complexity too which renders the traditional discounting methodology less than wholly appropriate. And this applies not just to international investment but to any situation where capital is committed with an option to expand or curtail embedded in it. This is not to say that the typical model cannot be adapted to meet the situation. It can and it is not too difficult.