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The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience.

The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce.

First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

The use of dialogues within and across organizations is on the rise. This increase is a tacit acknowledgement of the relational foundations from which new meaning is created and social innovations emerge. However, coming together for a dialogue doesn’t assure constructive conversation or transformative engagement. Dialogue participants, even when they are asked to “suspend assumptions,” are generally still embedded in the mental models and familiar frameworks that distance them from one another and prevent real generativity and novelty.

This paper proposes Appreciative Inquiry as an approach particularly conducive to creating public dialogues that are generative and transformative. It suggests that a community is best served by inquiry into strengths, assets and past successes. It further proposes that this mode of inquiry tends to produce positive emotional states, which expand the resources and pro-social inclinations of those in the dialogue. It offers five conditions that support generative and transformative public dialogue and explains how Appreciative Inquiry creates these conditions.

The paper aims to investigate how far the pragmatist concept of inquiry (Dewey, 1916, 1938) makes it possible to develop a processual and relational approach to accountability, moving the focus away from a representational conception of truth and subjectivist/individualist views on meaning-making, toward collective exploration and understanding of an issue by stakeholders with the aim of transforming social practices. The paper studies an accountability process in action, namely nuclear incident reporting, and its role in the construction of a community of inquiry investigating nuclear safety.

This research opts for a case study methodology including 36 in-depth interviews, field observation and document analyses. The data are drawn from a three-year field study of a “Local Information Commission”, a body set up to represent the public living near a nuclear site.

The object of accountability needs to be constructed through a joint exploratory inquiry by accountors and accountees into reports of incidents as originally presented, to advance their understanding and capacity for action.

It will be important to test this processual and relational approach to accountability in other types of situation, involving different governance issues than nuclear safety.

To turn theoretical stakeholders such as the public into real stakeholders (e.g. in the studied case, active participants in safety inquiries), specific social and managerial conditions must be fulfilled (concerning time, resources, commitment to open, taboo-free dialogue and legitimacy).

The paper argues that Dewey's concept of inquiry makes a valuable contribution to the processual and dialogical view of accountability.

The purpose of this study was to examine effects of the human aspects of the learning organisation (i.e. continuous learning; inquiry and dialogue; team collaboration and learning; and employee empowerment) on the performance of a public university’s administrative staff. Differences in the human aspects of the learning organisation across perhaps the two most important demographic characteristics (educational attainment and years of experience) were also examined.

This study focused exclusively on the human aspect of the dimensions of the learning organisation questionnaire. Specifically, differences in the people aspect of learning organization (PALO) across demographic characteristics were analysed using the Kruskal–Wallis test with a Bonferroni adjustment to the alpha values in the Mann–Whitney U tests that followed. Hierarchical linear regression using the standard (enter) method was adopted in analysing the PALO and administrative staff performance while controlling for age and gender.

This study demonstrated that a difference in the PALO existed across the education level and years of experience of the administrative staff. Specifically, Diploma holders performed better than those with Postgraduate degree. Also, administrative staff with 5–10 years of experience did better than the staff who had more than 15 years of experience. In addition, continuous learning; inquiry and dialogue; and collaboration and team learning each had a significant effect on administrative staff performance.

Employees, especially those with higher levels of education and more work experience, should be motivated through rewards as well as challenging and thought-provoking tasks as they could serve as mechanisms that would make them contribute substantially to the sustainability of the PALO. Again, public universities should pay attention to the PALO, which is at the individual and team levels.

This study focuses solely on the people aspect of the dimensions of the learning organisation questionnaire and sheds light on its importance to the learning organisation culture.

Appreciative Inquiry is a constructive inquiry process that searches for everything that “gives life” to organizations, communities, and larger human systems when they are most alive, effective, creative and healthy in their interconnected ecology of relationships. To appreciate, quite simply, means to value and to recognize that which has value – it is a way of knowing and valuing the best in life. In the language of Positive Organizational Scholarship it means a research focus – a positive bias – seeking fresh understanding of dynamics described by words like excellence, thriving, abundance, resilience, or exceptional and life-giving (Cameron, Dutton & Quinn, 2003). In this context the word appreciate means to value those things of value – it is a mode of knowing often connected to the idea of esthetic appreciation in the arts. To appreciate also means to be grateful or thankful for – it is a way of being and maintaining a positive stance along the path of life’s journey. And not incidentally, to appreciate is to increase in value too. Combining the three – appreciation as a way of knowing, as a way of being and as an increase in value- suggests that Appreciative Inquiry is simultaneously a life-centric form of study and a constructive mode of practice. As a form of study, Appreciative Inquiry focuses on searching systematically for those capacities and processes that give life and strength and possibility to a living system; and as a constructive mode of practice, it aims at designing and crafting human organizations through a process in which valuing and creating are viewed as one, and where inquiry and change are powerfully related and understood as a seamless and integral whole. But the key to really understanding Appreciative Inquiry is to put the emphasis on the second word in the inseparable pair. While many are intrigued with the Appreciative Inquiry positive bias – toward the good, the better, the exceptional, and the possible – it is the power of inquiry we must learn more about and underscore. Inquiry is all about openness, curiosity, creative questioning; its spirit involves what Whitehead once called “the adventure of ideas.”

The experience of individuals has a huge potential for management education and development. Specific approaches are required to transform experience into learning. The purpose of this paper is to create a framework of dialogic approach, as a method of experience-based learning, which can be used for transforming the experience into learning.

This paper uses analytical abstraction and conceptual integration to develop the framework of dialogic approach. Evidence from prior research studies is used as the theoretical background to support the framework.

Dialogue is important for unravelling the experience and creating learning. Dialogic approach as a tool for experience-based learning is developed by combining reflective, appreciative and generative dialogues in a theoretically consistent sequence.

The proposed framework is operationalised as a three-phase process for delivering the dialogic approach and can be used by educators.

The framework of dialogic approach is unique as it combines different types of dialogues. The framework is independent of context and can be applied globally for management education and development, which is a novel contribution.

One defining characteristic of service-learning as a pedagogical tool is its focus on reflection. Within service-learning programmes, students engage collaboratively with one another and community members, and are encouraged to reflect on the various aspects of their experience. The author argues that reflection is crucial for its contribution to service-learning, as a teaching methodology, and to service-learning’s cognitive, affective and social impact. Part of service-learning’s impact is its contribution to the development of inclusive attitudes and predispositions towards inclusiveness among school students and tertiary students, particularly pre-service teachers. The chapter recognises inclusivity as an element of quality teaching that helps students make connections with contexts outside the classroom, engage with different perspectives and ways of knowing and to accommodate all their peers and all those being offered service. The chapter recommends a particular approach to the expansion of thinking and practice that inclusivity requires, one based on the methodology of the Philosophy in Schools movement, which has its genesis in the work of John Dewey. That approach uses the mechanism of the Community of Inquiry to structure reflective activities in a way that facilitates the development of students’ critical and creative thinking and their capacity for substantive dialogue. Within the Community of Inquiry students are encouraged to engage with differing and perhaps novel perspectives as they respond to real-life service-learning experiences. Well-facilitated reflection gives students the opportunity to develop skills and dispositions conducive to deep understanding of concepts and issues that arise in discussion. It also helps to raise awareness of preconceptions and attitudes that can undermine inclusiveness in education. The chapter draws the conclusion that rigorous reflection serves as a stimulus to act to implement inclusive practices within service-learning projects on the basis of well-justified reasoning.

The purpose of this paper is to offer critical reflection on the role played by the concept of dialogue in public relations theory, pedagogy, and practice.

This paper is theoretical and therefore focused on the elucidation of the history, meaning, and application of “dialogue” in public relations in comparison with two other academic disciplines and professional fields: political science and organizational communication.

The paper argues that, despite the key normative position occupied by the concept of dialogue in much mainstream public relations scholarship, public relations as an academic discipline has not engaged extensively with the theory of dialogue. While other academic and expert practitioner fields have developed much theoretical reflection, a range of dialogical tools, and created spaces in which the expertise is applied, public relations' normative interest in dialogue seems not to have translated into developing expert dialogic tools or spaces in which public relations experts routinely use such tools.

The paper introduces literature and debates about dialogue largely ignored in the mainstream public relations scholarship and aims to stimulate fresh discussion about the nature of public relations knowledge and practice.