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This paper aims to analyse how learning levels differ within and between degrees and diplomas with specific application to the Bachelor of Applied Business Studies degree and the New Zealand Diploma of Business, which are delivered at a New Zealand polytechnic.

A literature review and content analysis of National Qualifications Frameworks was conducted to analyse how learning levels differ within and between degrees and diplomas with specific application to the Bachelor of Applied Business Studies degree and the New Zealand Diploma of Business which are offered at a New Zealand polytechnic.

A literature review and content analysis of National Qualifications Frameworks reveals that learning levels are differentiated by level of complexity, degree of abstraction, depth in a major subject, research competency, learner autonomy and responsibility, relative demand placed on students and increasing complexity and unpredictability of operational context. This analysis failed to find any difference in learning level between Bachelor of Applied Business Studies and New Zealand Diploma of Business papers nominally at the same level on the New Zealand National Qualifications Framework. The degree comprises a portion of papers at a higher learning level than the diploma and it is at this level that the difference is realised.

Future research should investigate learning level differences between disciplines, qualifications and institutions.

This paper provides a framework on which to base course design, delivery and assessment of the Bachelor of Applied Business Studies degree and the New Zealand Diploma of Business and credit transfer between them.

This case study addresses the increasingly important issue of the compatibility of learning levels between different qualifications. As many economies acknowledge the necessity for increasingly skilled workforces, credit transfer to enable seamless transfer between qualifications is becoming a focus in seeking to facilitate lifelong learning. There are few studies that focus on National Qualifications level descriptors and the implications for different qualification types.

The purpose of this paper is to analyze learning organization by comparing with other types of organizations. This typology is based on the levels of consciousness and relates each type of organization with a level of learning and an organizational structure.

This is a conceptual paper based on the concept of levels of consciousness.

The paper proposes that learning organization requires the highest level of consciousness.

The paper uses the levels of consciousness to compare learning organization with other types of organizations.

The purpose of this research is to ascertain data in relation to courses that are currently on offer in seven third‐level institutions in Ireland which include elements of workplace learning. It is intended that the research findings will contribute to the provision of new workplace learning programmes in Irish third‐level colleges.

A questionnaire was designed for this research and was administered in seven higher education colleges in Ireland. In total, 433 courses were examined in relation to workplace learning.

The findings illustrate that there is still an over‐reliance on the provision of traditional classroom‐based courses. The findings further suggest that, for the successful operation of workplace learning programmes, there is scope for developing further employer engagement with higher education colleges in the design, development and delivery of such programmes.

As a result of the data collected for this research, recommendations for implementing workplace learning programmes for both third‐level education providers and employers are included here.

The paper provides value by identifying courses in Irish third‐level colleges which include elements of workplace learning and suggests that an attitudinal and cultural shift must be engaged with to overcome the traditional reliance on classroom‐based programmes in order to successfully develop new workplace learning programmes.

The purpose of this paper is to explore the significance of recursive processes in the evolution of learning in both individuals and organisations, beginning with a clarification of the distinction between recursion and other types of feedback, drawing on insights from Humberto Maturana and George Richardson.

Further work informing this inquiry includes Gregory Bateson on learning levels, Chris Argyris and Donald Schon on double loop learning, Peter Senge on organizational learning, and James G. Miller on the processing of matter/energy and information in living systems, at different levels of organization.

The paper provides an original synthesis of insights from Miller's living systems theory, in exploring the implications of Bateson's learning levels, as well as further insights from the work of Argyris, Schon and Senge, at cellular, individual, organisational, and global levels, to reinforce the need for a higher order, global level of learning.

Value in findings outlined above.

As online learning has become more prevalent, how learners interact with each other in those learning environments has become more salient. To develop effective levels of interaction, students must feel comfortable to express their ideas and views. For this reason, this paper aims to look at how individual students’ levels of social presence affect germane cognitive load. Germane cognitive load is the amount that students are able to construct schema and can be seen as analogous to learning.

This study looks at the results of survey data (n = 433) that investigate the relationship between social presence and germane cognitive load. The students were surveyed from the Open Cyber University of Korea in the fall semester of 2018.

The present study found a statistically significant positive relationship between social presence and germane cognitive load. The study found a Spearman’s correlation coefficient of 0.595. Furthermore, the sample was divided into a high, medium and low grouping of social presence. Among these groupings, the high level social presence had the highest level of germane cognitive load, and the low level social presence had the lowest level of germane cognitive load.

This result shows the importance and value of developing levels of social presence in online environments. Some research has shown relationships between student interaction and learning, but the present study looks directly at social presence and germane cognitive load. From this research, the authors can see the value of encouraging higher levels of social interaction in online learning environments.

Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.

Organisational learning theory appears to be practical when researchers can find links between two or more variables that can be justified and implemented. While much has been written about organisational learning, with many reported successes, further research is needed to link the internal techniques of procedure with the externalisation of these in practice. Such principles seem more valuable when superior organisational competencies are linked to a learning culture, when the improvement of behavioural routines can be traced to the existence of superior learning. This paper explores these links. The paper is based on an empirical investigation – the contemplative link between learning levels and the creation of organisational competence is a new approach. The paper seeks to make a contribution to developmental theory as well as organisational learning in practice. It suggests that a firm’s competitive advantage can be increased as a result of competencies that are established from a learning culture.

Drawing on social capital theory and self‐identification theory, this study aims to examine the associations of two indicators of social capital, personal networks and deep‐level similarity, with team capability measures of team efficacy and team potency. The central focus of the study is to be the hypothesized mediating role of team learning behaviors.

Hypotheses were tested using questionnaire data obtained from 221 teachers working in 33 teams and data were analyzed using multilevel analyses.

Consistent with the hypotheses, the results supported the contention that team learning behaviors mediate the relationship between different types of social capital and team efficacy and team potency. Specifically, it was found that, in highly (deep‐level) similar teams, the level of team learning behaviors is higher than in diverse teams, and this is hardly dependent on the extent of social capital based on personal networks. For diverse teams (i.e. teams scoring low on deep‐level similarity) more social capital based on personal networks translates into more team learning behaviors. Finally, it was found that team learning behaviors mediate the influence of social capital on team efficacy and team potency.

The paper's findings suggest that it is important for managers not to focus exclusively on surface level characteristics but instead to attempt to facilitate the development of deep‐level similarity. Organizations can also encourage group social capital by allowing teams to develop a shared history, rather than change membership frequently, and by increasing contact among team members.

The paper examined exchange and identification processes that are important in generating resources to increase the development of team learning behaviors, thereby emphasizing the role of the interpersonal context for understanding how interaction processes between team members shape team learning behaviors and subsequently lead to more team efficacy and team potency.

The purpose of this paper is to develop an integrated measurement scale for an organizational learning system by capturing the learning enablers, learning results and performance outcome in an organization.

A new measurement scale was developed by integrating and modifying two existing scales, identified through a literature survey. The new scale was validated through the responses of 502 managerial employees from 14 thermal power plants of the largest power company in India.

There were scales, which measure learning enablers or learning achieved or learning in general or the relation between some forms of learning with performance. This study could integrate learning enablers at three levels, learning achieved at three levels, and the organizational outcome in the form of performance in a single scale.

The research study took place within the largest organization in one industry to control for potential industry effects across organizations. This may limit its generalizability.

The integrated scale developed in the study will help to specifically look for the presence of learning enablers and learning outcomes at individual, group or organizational level and relate them with each other as well as performance. Hence it can be of importance in the study of learning organizations and furthering the understanding of the complex relations involved.

This is the first study which clearly demarcates learning enablers at three levels, and learning achieved at three levels, and the organizational outcome in the form of performance in a single integrated scale.

Organizational learning (OL) is receiving increasing attention from researchers and practitioners alike. In fact, some have suggested that the only sustainable competitive advantage is a firm's ability to learn faster than its competitors. In spite of OL's promise, the field has been slow to evolve. The primary impediments to the development of OL theory are that inconsistent terminology is used for comparable concepts and that different definitions are used to describe the phenomenon. Furthermore, many theorists have neglected to make explicit their underlying assumptions about the phenomenon. Employing an inductive approach, this review surfaces the implicit and explicit assumptions of OL researchers, identifying three key dimensions that differentiate perspectives: (1) unit of analysis—individual, group, organizational, and inter organizational; (2) cognitive/behavioral emphasis; and (3) the learning‐performance relationship.