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The lack of knowledge has hindered the successful implementation of lean in the construction industry. This has alarmed the need for lean learning practices. Out of numerous models, the learning-to-learn sand cone model received a wider acknowledgment for learning practices. Thus, this study aims to propose a learning-to-learn sand cone model integrated lean learning framework for the construction industry.

The research adopted an interpretivism stance. A qualitative research approach was adopted for the study. Consequently, fifteen (15) semi-structured interviews and document reviews were carried out to collect data in three (3) cases selected through purposive sampling. Code-based content analysis was used to analyse the data.

Fifty-two (52) sub-activities pertaining to nine lean learners at each stage of the lean learning procedure were identified. The most significant practices in the lean learning procedure to continuously improve lean learning in the organisation were maintaining records, providing a performance update to senior management and preparing and distributing several hierarchical manuals for all levels of staff to aid in the implementation of lean approaches.

The findings of the research can be aided to successfully implement lean by following the identified sub-activities via various parties within the organisation. The proposed lean learning framework opens several research areas on lean learning in the construction industry. This is the first research to uncover a lean learning framework in the construction industry rather than at the educational institute level.

The purpose of this paper is to integrate the literature on learning in the context of boundary spanning innovation in supply chains. A two-dimensional framework is proposed: the learning stage (exploration, assimilation, exploitation) and the learning facet (structural, cultural, psychological and policy). Supply chain management (SCM) practices are examined in light of this framework and propositions for further empirical research are developed.

In total, 60 empirical papers from the major journals on supply chain relationships published over an 11-year time span (2000-2010) were systematically analyzed.

The paper reveals a comprehensive set of best practices and identifies four gaps for future research. First, assimilation and exploitation are largely ignored as mediating learning stages between exploration and performance. Second, knowledge brokers and reputation management are key mechanisms that foster assimilation. Third, the iteration from exploitation back to exploration is critical though underdeveloped in efficiency seeking supply chains. Fourth, the literature stresses structural mechanisms of learning, at the expense of a more holistic view of structural, cultural, psychological and policy mechanisms.

The search could be extended to other journals that report on joint learning and innovation.

The framework provides guidelines for practitioners to develop learning capabilities and leverage the knowledge from supply chain partners in order to continuously or radically improve boundary spanning processes and products.

The study is multi-disciplinary; it applies a model developed by learning scholars to the field of SCM.

Certain researchers have expressed concerns about inequitable discipline representations in an integrated STEM/STEAM (science, technology, engineering, arts and mathematics) unit that may limit what students gain in terms of depth of knowledge and understanding. To address this concern, the authors investigate the stages of integrated teaching units to explore the ways in which STEAM programs can provide students with a deeper learning experience in mathematics. This paper addresses the following question: what learning stages promote a deeper understanding and more meaningful learning experience of mathematics in the context of STEAM education?

The authors carried out a qualitative case study and collected the following data: interviews, lesson observations and analyses of curriculum documents. The authors took a sample of four different STEAM programs in Ontario, Canada: two at nonprofit organizations and two at in-school research sites.

The findings contribute to a curriculum and instructional model which ensures that mathematics curriculum expectations are more explicit and targeted, in both the learning expectations and assessment criteria, and essential to the STEAM learning tasks. The findings have implications for planning and teaching STEAM programs.

The authors derived four stages of the STEAM Maker unit or lesson from the analysis of data collected from the four sites, which the authors present in this paper. These four stages offer a model for a more robust integrated curriculum focusing on a deeper understanding of mathematics curriculum content.

The critical nature of diffusion in understanding the link between individual competency and collective competency is often underconceptualized. Organizational learning involves diffusion of knowledge and/or skill from the individual to members of the collective, and expansion of the collective's capacity to take effective action. Three types of individual and collective competency are identified, ranging on a continuum from explicit‐and‐quickly‐diffused to tacit‐and‐slowly‐diffused Patterns of diffusion can occur in stages: by critical mass, in cycles, or in a synthesis of styles. A model illustrating these dynamics is presented. Criteria for evaluating successful collective learning are introduced.

Failure plays a pivotal role in entrepreneurial learning. Knowledge of the learning process that enables an entrepreneur to re-emerge stronger after a failure, though considerable, is fragmented. This paper systematically collects relevant literature, assigns it to the stages of the experiential learning process (concrete experience, reflective observation, abstract conceptualization, active experimentation; Kolb, 1984), evaluates the research coverage of each stage and identifies promising avenues for future research.

This systematic literature review follows the guidelines articulated by Short (2009) and Tranfield et al. (2003), using Web of Science and EBSCO as primary data sources. Kolb’s (1984) experiential learning theory provides a basis for organizing the identified material into a framework of entrepreneurial learning from failure.

The literature provides insights on all stages of the process of entrepreneurial learning from failure. Particularly well elaborated are the nature of failure and its triggering effect for reflection, the factors influencing reflection, the contents of the resulting learning and their application in entrepreneurial re-emergence. Other topics remain under-researched, including alternative modes of recovery, the impact of personal attributes upon reflection, the cognitive processes underlying reflection, the transformation of failure-based observations into logically sound concepts and the application of this learning in non-entrepreneurial contexts.

This review provides the most complete overview of research into the process of entrepreneurial learning from failure. The systematic, theory-based mapping of this literature takes stock of current knowledge and proposes areas for future research.

The purpose of this paper is to conceptualize a stage model for maturity levels for police oversight agencies.

The paper is based on a literature review covering police oversight organizations and stages of growth models.

As a conceptual paper, the main findings are related to the appropriateness of the stage model, each identified stage, and the characteristics of each stage.

An empirical study of police oversight agencies all over the world would be necessary to verify the proposed stage model.

The managers of police oversight agencies can apply the model in three ways: identify the current status; identify future direction; and evaluate the past progression.

Hitherto, knowledge transfer from police misconduct cases has not been conceptualized as a learning process in police districts and general law enforcement.

Reflecting on the massive literature available on “organizational learning” which tends to conceal rather than clarify this important concept, the author reorders Senge’s five capacities to show how individual learning can normally be developed into collective learning. Attempts have been made to transform Senge’s work into a three‐dimensional configuration, making it more explicit as to how the process of critical information/knowledge spreads throughout the system, and to the ultimate motives that drive an organization into such a process. Further postulation of the stages that an organization might have gone through during such a process is advanced. The important roles played by external environment and by internal organizational conditions, which may facilitate or deter the process, are also identified.

This paper distils practical perspectives from experienced consultants on an integrative framework on organisational learning and performance. The foundation of this framework is governed by behavioural and cognitive learning theories. Convergent interviewing was the methodology used to verify the practicality of the framework and provide insight for further development. Data derived from four organisational development consultants confirmed the framework’s feasibility, but suggested additional issues to examine organisational learning further. The conclusion drawn is that there are distinct stages of learning but the relationship between them is robust and dynamic. Further, the notion of “triple‐loop learning” is often misconstrued in practical contexts due to its level of abstraction. Effective leadership is regarded as the leitmotif in driving strategic organisational learning initiatives. However, leaders must consider the time factor involved, as such initiatives can only take effect after a period of time rather than immediately.

Capacity development (or capacity building, capacity enhancement) is becoming an increasingly important component in development assistance through agreements among multilateral and bilateral donors and developing countries because it is critical for achieving development objectives. Much evidence has indicated that development assistance and projects have not been successful due to capacity constraints; therefore, many training programs for capacity development were implemented and continue to be in demand at various levels.

The paper extends the organizational learning framework: Structural-Functional (SF)-single-loop or Conflictual-Radical (CR)-double-loop learning to the management accounting literature. The sociological approach of organizational learning is utilized to understand those contingent factors that can explain why management accounting innovations succeed or fail in organizations.

We view learning as enhancing an organization’s strategic competitive advantage by making it better able to adopt and diffuse innovation in respond to changes in its environment in order to manage improved performance. The success of management accounting innovations is contingent upon whether its learning process involves SF-single-loop or CR-double-loop learning to adopt and diffuse process innovation.

The paper suggests that the learning strategy that the organization chooses is the reason why some management accounting innovations are more successfully adopted than others and why some innovations are easily diffused in some organizations but not in others. We propose that the sociological approaches to learning provide an alternative framework with which to better understand the adoption and diffusion of process innovations in management accounting systems.

It has become evident that management accounting researchers need to pay particular attention to an organization’s approach to adoption and diffusion of innovation strategies, particularly when they are designing and implementing process innovation programs for an organization. According to Schulz (2001), there are two interrelated stages of the learning that can shape the outcome of the innovation process in an organization. The first stage is related to the acquisition/production (adoption) of knowledge that results in gathering information, codification, and exploration. This is followed by the second stage which is the distribution or dissemination (diffusion) processes. When these two stages – adoption and diffusion – are applied within an accounting context, they address issues that are commonly associated with the successes and/or failures of management accounting innovations.

Although innovation involves learning, the nature of the learning process does not completely describe the manner in which an innovation affects the organization. Accordingly, we suggest that the two interrelated organizational sociological dimensions of innovations processes, namely, (1) the adoption and diffusion theories of Rogers (1971 and 1995), to approach organizational learning, and (2) the SF (single loop) and CR (double loop) approaches to learning be used simultaneously to describe management accounting innovations.

When an innovation is implemented, it initially can be introduced as an incremental change, one that can be limited in both in its scope and its breadth of administrative changes. This means that situations which are most likely to benefit from its initiation can serve as the prototype for its adoption by the organization. If successful, this can be followed by systemic accounting innovations to instituting broader administrative changes within the existing accounting reporting and control systems.