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Presents a review of the author’s experience of strategy and proposes that learning from strategy could and should be a crucial feature of a learning organization. Defines concepts and disciplines of strategy and provides cases of how organizations can use strategy as an opportunity for learning.

The purpose of this paper is fivefold: to identify the various results of previous empirical studies on the effect of mastery learning and students achievement in Nigeria schools; determine the effect size for each of the studies examined; determine the mean effect size of the overall studies examined; find out the mean effect size of studies that examined the effect of gender on academic achievement in mastery learning strategy; and determine the mean effect size of studies that examined the effect of school locations on academic achievements using mastery learning strategy.

This study adopted survey research design using the ex post facto procedure. This study being meta-analytical used already existing data (research results). The sample of research reports included both published and unpublished research reports on the effects of mastery learning on students’ academic achievements in Nigeria between 1980 and 2016. The study adopted a purposive sampling technique in selecting the sample. This was to ensure that studies: were centered on mastery learning and students’ academic achievements; were carried out in Nigeria; appeared in published and unpublished literature between 1980 and 2016; have the statistical values of the research results of each independent variable to be considered (e.g. t-test values, χ² values and correlation values).

The study revealed that the mean effect size for all the studies was 0.536, indicating a positive mean effect size. The strategy, thus, has a significant effect on students’ achievements. School location, also, did not mediate in the use of the strategy.

Based on the findings of this study, the following recommendations were made: teachers should use this teaching strategy to enhance students’ achievements in difficult concepts in different subject areas. Since the result of this study has shown that the strategy has positive and large effect size, government and school proprietors should, with the collaboration of higher institutions concerned with teacher education, endeavor to organize seminars and workshops to serving teachers to enable them embrace effectively the principles and processes of implementing the strategy in the classroom. Since the result of this study has established the size of the effect of mastery learning strategy on the academic achievements, subsequent researchers should no longer direct their efforts in determining its effects on academic achievements but on the ways of improving the use of the strategy in teaching at all levels of education.

Available literature has shown that though most previous research findings revealed that mastery learning approach has an effect on academic achievements of students, no efforts have been made toward resolving the inconsistencies of those results by integrating them and establishing the extent of the effect of the strategy on academic achievements. This study, therefore, was designed to fill these gaps created by the non-existence of integrated studies on effects of mastery learning and academic achievements of students in Nigerian schools.

Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process innovation changes have been integrated into management control research is limited. This paper contributes to that integration by drawing from institutional adaptive theory of organizational change and process innovation strategies. The paper utilizes a 2 by 2 contingency table that uses two factors: environmental conditions and organizational change/learning strategies, to build a process innovation framework. A combination of these two factors yields four process innovation strategies: mechanistic, organic, organizational development (OD) and organizational transformation (OT).

The four process innovation typologies are applied to characterize innovations in accounting such as activity based costing (ABC). ABC has been discussed as a multi-phased innovation process that provides an environment where both the initiation and the implementation of accounting change can occur. Technical innovation can be successfully initiated as organic innovation that unfolds in a decentralized organization and requires radical change and double loop learning. Implementation occurs best as a mechanistic innovation in a hierarchical organization and involving incremental change and single loop learning. The paper concludes that if ABC is integrated into an OD or OT intervention strategy, the technical and administrative innovation aspects of ABC can be utilized to manage the organization’s operating activities.

In competitive labor markets, promoting employees’ learning becomes a key challenge for companies. However, in small German craft companies, employee development is always connected with worries about employee turnover. This study aims to investigate the current informal learning strategies of craft workers and how they use the strategies, the effect of learning on employees’ internal and external marketability and beneficial workplace characteristics (autonomy, feedback).

An online prestudy (N = 131) explored current informal learning strategies. In the main study (N = 526), cluster analysis was applied to identify patterns of informal learning strategies. The relations of these patterns to workplace characteristics and marketability were investigated.

Four informal learning strategies were found (informal learning from oneself, from others, from other sources and from new media). Craft workers used combinations of the strategies (i.e. patterns): three learning patterns (balanced high, person-oriented and balanced low) differed in intensity and combination with the learning strategy use. More intense learning patterns were positively related to internal marketability but were not related to external marketability. Higher autonomy and feedback availability were related to higher learning engagement.

Studies should have a broader view of informal learning strategies concerning different learning patterns. The use of new media is a learning strategy that might increase in the future.

Craft companies could promote different informal learning strategies without worries about employee turnover.

The study reveals how German small- and medium-sized enterprise employees use informal learning strategies in digitalized times and how human resources development can use informal learning strategies.

Though different claims are made in the literature with regard to learning approach differences between mature and non-mature university students, the issue seems to bare detailed study. The purpose of this paper is to report about an investigation of mature and non-mature university students’ learning strategies. The authors examine the relationship between age and learning strategy, and assess to what extent this relationship is mediated by individual and contextual factors.

Using original survey data on 448 university students enroled in Social Sciences programmes in Belgium, this paper examines the relationship between age and learning strategy and assesses to what extent this relationship is mediated by individual and contextual factors.

The results of the multinomial logistic regression show significant differences in learning strategies between both groups of learners. The analyses suggest that mature students are 15.3 percentage points more likely than regular students to adopt a navigator learning strategy. The navigator strategy develops in a non-linear way between the ages 30 and 37. Moreover, only a small part of the learning strategies of mature learners can be explained by mediating factors, with the job involvement playing a particular role.

This study contributes to the body of knowledge concerning the assessment and classification of learning strategies, including a focus on mediators affecting such strategies. The results are confined to only two higher education (HE) institutions. Furthermore, there may be a non-response bias; it is plausible that we miss among the respondents a particular type of mature students such as those that do not like to participate or those that have dropped out of their master’s programme. By means of larger, random samples in future research we should verify this study’s conclusions. This study did not include motivation as a variable. However, it might also explain why mature and non-mature students’ learning approaches differ. Further research could entangle motivational components in relation to learners’ studying approaches.

The research results contribute to our understanding to what extent mature and non-mature students’ learning strategies differ and which mediators are prevalent in explaining these differences. It helps to understand how universities can create a supportive academic environment for mature learners.

The authors found significant differences with regard to learning strategies between mature and non-mature university students. Furthermore, having a professional occupation plays a mediating role in explaining learning strategy differences. The study raises the issue of learner-centred HE, with considerations about differentiated designs of learning environments, programmes and support services targeting students of different ages. By integrating the Assessing the Learning Strategies of Adults instrument, instructional designers can identify learning strategies and take appropriate action to accommodate learners. Additionally, awareness of one’s own learning strategy strengthens mature students’ decision making in self-directed learning environments. In that respect, the authors note also that higher pedagogical flexibility, i.e. more varied educational formats, tracks and study arrangements, ensures adult learners’ access, persistence and retention in HE.

Previous studies suggest that student learning approaches are distinguishable, but did not yet focus on differences between non-mature and mature students. As the authors include graduate students in this study, the focus is on a group which has not been studied previously.

This study explores whether metacognitive strategy training can influence the lexical knowledge of L2 learners of the present study, and what they think about the use of metacognitive strategies in language learning classes. To do so, a 50-item multiple-choice vocabulary test, developed by the researchers based upon Nation’s (1990) levels of language proficiency, was employed to measure the learners’ vocabulary knowledge progress during the period of instruction. The instruction received by the experimental group was based on the Cognitive Academic Language Learning Approach (CALLA) Model, developed and validated by Chamot and O’Malley (1994). The findings revealed that the experimental group outperformed the control group in their endeavors for comprehending and producing vocabulary. This may be attributed to the fact that after this intervention, participants have developed their metacognitive awareness and their thinking skills. The study concludes with pedagogical implications and highlights avenues for future research.

ﺗ مّ د ﻣ ﺞ ا ﺳ ﺗ ر ا ﺗ ﯾ ﺟ ﯾ ﺎ ت ﻣ ﺎ و ر ا ء ا ﻟ ﻣ ﻌ ر ﻓ ﯾ ﺔ (MS) ، ا ﻟ ﺗ ﻲ ﺗ ﻌ ﺗ ﺑ ر ا ﻟ ﻔ ﺋ ﺔ ا ﻟ ﻔ ر ﻋ ﯾ ﺔ ا ﻟ ر ﺋ ﯾ ﺳ ﯾ ﺔ ﻻ ﺳ ﺗ ر ا ﺗ ﯾ ﺟ ﯾ ﺎ ت ﺗ ﻌ ﻠّ م ا ﻟ ﻠّ ﻐ ﺔ ﻓ ﻲ ﻣ ﻧ ﺎ ھ ﺞ ﺗ ﻌ ﻠّ م ا ﻟ ﻠّ ﻐ ﺔ ا ﻷ ﺟ ﻧ ﺑ ﯾ ﺔ ﻟ ﺗ ﺳ ﮭ ﯾ ل ا ﻟ ﺗ ﻔ ﻛ ﯾ ر ا ﻟ ﻌ ﺎ ﻟ ﻲ و ا ﻟ ﺗ ﺧ ط ﯾ ط ا ﻟ ذ ا ﺗ ﻲ و ا ﻟ ﺗ ﻌ ﻠّ م ا ﻟ ﻣ ﺳ ﺗ ﻘِّل و ا ﻟ ﺗ ﻌ ﻠ م ا ﻷ ﻓ ﺿ ل ﻓ ﻲ ﻧ ﮭ ﺎ ﯾ ﺔ ا ﻟ ﻣ ط ﺎ ف . و ﻓ ﻘًﺎ ﻟ ذ ﻟ ك ، ﺗ ﻌ دّ ھ ذ ه ا ﻟ دّر ا ﺳ ﺔ ﻣ ﺣ ﺎ و ﻟ ﺔً ﻟ ﻺ ﺟ ﺎ ﺑ ﺔ ﻋ ﻣ ﺎ إ ذ ا ﻛ ﺎ ن ا ﻟ ﺗ د ر ﯾ ب ﻋ ﻠ ﻰ ا ﺳ ﺗ ر ا ﺗ ﯾ ﺟ ﯾ ﺔ ﻣ ﺎ و ر ا ء ا ﻟ ﻣ ﻌ ر ﻓ ﻲ ﯾ ﻣ ﻛ ن أ ن ﯾ ؤ ﺛّ ر ﻋ ﻠ ﻰ ا ﻟ ﻣ ﻌ ر ﻓ ﺔ ا ﻟ ﻣُﻌ ﺟ ﻣ ﯾ ﺔ ﻟ ﻠ ﻣ ﺗ ﻌ ﻠ ﻣ ﯾ ن و ﻣ ﺎ ذ ا ﯾ ﻔ ﻛّر ﻓ ﯾ ﮫ ا ﻟ ﻣ ﺗ ﻌ ﻠّ ﻣ و ن ﺣ ول ﺗ د ر ﯾ س ا ﺳ ﺗ ر ا ﺗ ﯾ ﺟ ﯾ ﺎ ت ﻣ ﺎ و ر ا ء ا ﻟ ﻣ ﻌ ر ﻓ ﯾ ﺔ . و ﻟ ﻠ ﻘ ﯾ ﺎ م ﺑ ذ ﻟ ك ، ﺗ مّ ا ﺳ ﺗ ﺧ د ا م ا ﺧ ﺗ ﺑ ﺎ ر ﻣ ﻛ و ن ﻣ ن 50 ﻋ ﻧ ﺻ ر اً ﻣ ﺗ ﻌ د د ا ﻻ ﺧ ﺗ ﯾ ﺎ ر ا ت ا ﻟّ ذ ي ﺗ مّ ﺗ ط و ﯾ ر ه ﺑ و ا ﺳ ط ﺔ ا ﻟ ﺑ ﺎ ﺣ ﺛ ﯾ ن ا ﺳ ﺗ ﻧ ﺎ دًا إ ﻟ ﻰ ﻣ ﺳ ﺗ و ﯾ ﺎ ت ا ﻟ ﻛ ﻔ ﺎ ء ة ا ﻟ ﻠ ﻐ و ﯾ ﺔ ﻟ د ى ا ﻟ ﺷ ﻌ ب (Nation) (1990 م ( ، ﻟ ﻘ ﯾ ﺎ س ﺗ ط وّ ر ﻣ ﻌ ر ﻓ ﺔ ا ﻟ ﻣ ﻔ ر د ا ت أ ﺛ ﻧ ﺎ ء ﻓ ﺗ ر ة اﻟ ﺗد ر ﯾ س . ا ﺳ ﺗ ﻧ د ت ا ﻟ ﺗ ﻌ ﻠ ﯾ ﻣ ﺎ ت ا ﻟ ﺗ ﻲ ﺗ ﻠ ﻘّﺗ ﮭ ﺎ ا ﻟ ﻣ ﺟ ﻣ و ﻋ ﺔ ا ﻟ ﺗ ﺟ ر ﯾ ﺑ ﯾ ﺔ إ ﻟ ﻰ ﻧ ﻣ و ذ ج ﻣ ﻧ ﮭ ﺞ ا ﻟ ﺗ ﻌ ﻠ م ا ﻟ ﻣ ﻌ ر ﻓ ﻲ ا ﻷ ﻛ ﺎ د ﯾ ﻣ ﻲ ) CALLA ( ا ﻟ ذّي أ ﻋ دّه و و ا ﻓ ق ﻋﻠ ﯾ ﮫ ﺷﺎ ﻣو ت وأ وﻣﺎﻟ ﻲ ) 1994 ( . ﻛ ﺷ ﻔ ت ا ﻟ ﻧ ﺗ ﺎ ﺋ ﺞ أ نّ ا ﻟ ﻣ ﺟ ﻣ و ﻋ ﺔ ا ﻟ ﺗ ﺟ ر ﯾ ﺑ ﯾ ﺔ ﺗ ﻔ و ﻗ ت ﻋ ﻠ ﻰ ا ﻟ ﻣ ﺟ ﻣ و ﻋ ﺔ ا ﻟ ﺗ ﺣ ﻛ ﻣ ﯾ ﺔ ﺑ ﺎ ﻟ ﻧّﺳ ﺑ ﺔ ﻟ ﻔ ﮭ م و إ ﻧ ﺗ ﺎ ج ا ﻟ ﻣ ﻔ ر د ا ت . ﻣن اﻟ ﻣﻣﮑن أ ن ﯾﻌود ذ ﻟ ك إ ﻟ ﻰ ﺣ ﻘ ﯾ ﻘ ﺔ أ نّ ا ﻟ ﻣ ﺗ ﻌ ﻠ ﻣ ﯾ ن ﺑ ﻌ د ھ ذ ا ا ﻟ ﻌ ﻼ ج ﯾ ﻣ ﻛ ﻧ ﮭ م ا ﻟ ﺗ ﻔ ﻛ ﯾ ر أ ﻛ ﺛ ر و ر ا ء ا ﻟ ﻣ ﻌ ر ﻓ ﯾ ﺔ و ﺗ ط و ﯾ ر ﺗ ﻘ دّم ﺗ ﻔ ﻛ ﯾ ر ھ م . ﺗ ﺧ ﺗ ﺗ م ا ﻟ دّر ا ﺳ ﺔ ﺑ ذ ﮐ ر ﺑ ﻌ ض ا ﻵ ﻓ ﺎ ق ا ﻟ ﺗ ر ﺑ و ﯾّﺔ و ﺗ ﺳ ﻠ ﯾ ط ا ﻟ ﺿّو ء ﻋ ﻠ ﻰ ﺑ ﻌ ض ا ﻟ ﺳّﺑ ل ﻟ ﻠ ﺑ ﺣ ث ﻓ ﻲ ا ﻟ ﻣ ﺳ ﺗ ﻘ ﺑ ل .

This paper argues that failing to grasp thoroughly the influence of power on the strategy‐making process can severely inhibit the potential of strategy making as a vehicle of organizational learning.

First the organizational learning perspective on strategic management is sketched and an attempt is made to show how it takes the social aspects of organizing more seriously than earlier perspectives on strategy. It is also noted how this iteration responds or at least has the potential to respond to some of the critiques directed at earlier thinking on strategy from critical management studies (CMS). Then CMS's critique of organizational learning theories is noted and the critiques to re‐conceptualize blockages to learning and knowledge creation are built on.

An attempt has been made to show that, as in earlier perspectives on strategy, there is still insufficient attention being paid to the role of power in strategic change. This places severe limitations on strategic learning that is possible.

Concludes by joining other writers in calling for a less managerialist research in strategy.

The purpose of the present study is to report the initial analyses of relationships between various components of the learning patterns exhibited by a group of 1,572 post‐secondary students in Hong Kong as operationalized via the Inventory of Learning Styles (ILS), a quantitative instrument developed by Vermunt originally for the Dutch higher education context.

The ILS was adapted and translated into Chinese for the new response‐context. After validation of the ILS scales (results reported in another paper), the possible direct, indirect, or spurious effects among the learning constructs operationalized by these scales were explored using a general theoretical model proposed by Richardson, according to the exhibited statistical significance and magnitude of the beta weights derived from multiple regression analyses.

Empirical support was found in this new Chinese response‐context for the theoretical model that underpins the ILS. In particular, the findings confirm the central explanatory role of regulation strategies in students’ learning patterns, as originally hypothesized by Vermunt.

The present study contributes to the ILS literature by expanding the application of the instrument to a new Chinese response‐context. It is also believed to be the first attempt to adapt Richardson's general theoretical model to analyse the relationships between the ILS components.