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The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.

This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.

Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.

Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.

This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.

Interim managers (IMs) are consultants who take on managerial positions during limited periods to perform changes, handle crises or cover vacancies. The increasing use of these short-term outsiders shapes new conditions for organizational learning in contemporary work life. The purpose of this paper is to contribute to research-based knowledge and theoretical understanding of the relationship between interim management and organizational learning.

The paper presents a literature review on interim management published within the years 2000–2020 and analyzes it through the lens of organizational learning.

An interim management assignment is characterized by a period of uncertainty, a limited time frame, knowledge from the outside and rather invisible outcomes. The concepts of shared mental models, dialogue, knowledge creation and organizational culture shed light on possibilities and constraints for organizational learning in these arrangements. The findings highlight the IM’s position as central for transforming the organizational culture, put a question mark for the establishment of the IM’s knowledge, show the need for defining outcomes in terms of learning processes and indicate tensions between opportunities for dialogue and the exercise of power.

The study provides a new conceptual understanding of interim management, laying the foundation for empirical studies on this topic from an organizational learning perspective.

The purpose of this paper was to explore what kind of ethical competence healthcare managers need in handling conflicts of interest (COI). The aim is also to highlight essential learning processes to develop healthcare managers’ ethical competence.

A qualitative study was performed. Semi-structured interviews with ten Swedish healthcare managers from different care providers were carried out twice and analysed through step-wise categorisation.

Four categories of COI were revealed and two ways (passive and active) in which COI were handled. Ethical guidelines did not help the healthcare managers to handle the COI, and none of the managers made use of any sort of systematic ethical analysis. However, certain ethical competence was of great importance to identify and handle COI, consisting of contextual understanding, rational emotions, some theoretical knowledge and a suitable language. Organising work so that ethical analysis can be carried out is of great importance, and top management needs to clearly express the importance of ethical competence and allocate resources to allow adequate learning processes.

This paper highlights the management level and focuses on how work-integrated learning-processes can enable ethical competence. Ethical competence at the management level is essential both to comply with the constitution and legal requirements regarding healthcare, and so that managers are able to analyse COI and justify their decisions.

The purpose of this paper is to contribute to further studies of theoretical and conceptual understanding of teachers' team learning processes, with a main focus on team work, team atmosphere, and collective reflections.

The empirical study was designed as a multi‐case study in a research and development project. The case studies include three teacher teams from different schools. Data were collected though observations and in‐depth interviews and analysed qualitatively.

The main findings show that the teams differ with regard to collaboration and team atmosphere, and willingness to learn collectively. The analyses of talk at team meetings show the importance of collective reflection loops through which the teachers transform the contents of their conversations. A facilitating team atmosphere seems vitally important for the emergence of the identified collective reflection loops. Collective reflections potentially increase team learning.

Case study and conversation analyses which were mainly focused on verbal communication have certain limitations. A multi‐case design and different methods for data collection were used to offset these presumed weaknesses.

One of the purposes with the research and development approach was to support teachers' team learning processes. The findings provide insights and model of team learning with further practical implications for teacher teams.

The findings show that a facilitating team atmosphere supports collective reflection loops, with potential to increase the team's collective competence. These findings provide valuable contributions to further conceptual understanding of team learning.

The purpose of this paper is to further clarify a conceptual understanding of pedagogic challenges in the learning organization and to propose a model for pedagogic interventions to facilitate organizational learning and managing tacit knowledge.

The “organization pedagogic” approach includes analysis of, and interventions in, learning processes in local school organizations' quality development. The empirical study focuses particularly on identified contradictions and challenges regarding organizational learning. Through a multi-case study design, 39 in-depth interviews with head teachers and teachers were carried out. A qualitative thematic analysis was conducted.

Observed obstacles regarding collective learning processes in the local school organizations mirrored underlying contradictions. These contradictions manifest as dilemmas concerning inconsistent and implicit quality analyses and assessments, as conflicting views regarding collaboration and interpretations of teacher’s role and as paradoxical views on managing processes regarding quality work.

A conclusion is that dilemmas and paradoxes, more than conflicting views, are difficult to conceptualize and make explicit to create shared knowledge. This means that contradictions remain as underlying tensions in the organization and decrease the potential of both team learning and organizational learning. Therefore, a pedagogic intervention loop model is suggested, aiming at facilitating ongoing collective learning processes and managing tacit knowledge.

Managing differences is a difficult undertaking, especially considering the difficulties arising from the unconscious functions of our brains. Organisations should strive to counteract the potentially harmful effects of unconscious bias by implementing policies that support bias-aware management and decision-making. Although it is obvious that bias cannot be completely eliminated, there is enough data, as discussed in this work, to demonstrate that unconscious bias and stereotypes can be addressed and decreased with mindfulness-based interventions (MBIs) to some extent. Mindfulness involves the process of bringing non-judgemental awareness to experience by striving for full attention in the present moment. In this context, including mindfulness practises into training programmes for equality, diversity, and inclusion may serve as an accelerator for recognising hidden biases, reducing stereotypes, eliminating discrimination, and encouraging cognitive changes. This chapter explains the ways in which MBIs can be used to promote cognitive changes and comprehend the automatic and unconscious nature of emotions and thoughts in order to remove barriers between all differences in the workplace.

The teaching of English and academic writing in universities has largely been explored in western higher education settings by native English speakers from the UK, USA or Anglo-countries. The purpose of this paper is to use action research as a methodology to unravel local complexities in power relations within and beyond her ESL academic writing classroom, in a British Malaysian university setting.

Power relations are examined in conjunction with the lens of Academic Literacies as a theory to think about teaching academic writing. The author’s action research cycles allow her to gain an insider perspective on her students’ academic writing and learning problems.

Through the use of stories collected from diaries, interviews and letters, the author is able to make sense of their learning experiences in a way that connects the individual with the social.

Although time-consuming, the action research cycles helped the author to gauge what does or does not work in the classroom and how she can best improve her practice and the students learning, once she reflected on the findings. However, given the oppressive nature of hierarchical institutions that can deter the raising of issues, the limits of action research in making more widespread changes to teaching and English language usage in a former colony’s institution are explored.

It appears that the internal power relations between teacher and student can alter somewhat, although not massively, within the confines of one classroom, but there is less potential for effecting broader institutional change from the positioning of one junior lecturer.

Entrepreneurship, strategic analysis.

Entrepreneurship, strategic management, business in Asia.

This case describes the experience of a start-up online TV company in Thailand. It supplies details about how the business idea was hatched, what challenges the company is currently facing, and how the future prospects for the online media market in Thailand are unfolding.

Participants are expected to be able to compare the similarities and differences between a textbook model of entrepreneurship and the real experience of the company described in the case. A better appreciation for basic strategic analysis such as examining internal strengths and weaknesses and understanding external opportunities and threats can also be developed.

Teaching notes.