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Develops an approach to the discipline of macro‐marketing as a means for discussion. Approaches the task of agenda by considering: scope and domain of macro‐marketing; classification of research issues at a general level; and major macro‐marketing issues facing different groups in various developed and underdeveloped countries. Concludes that the promise of macro‐marketing as an emergent field is a function of the research directions this field takes; suggests, further, that these directions are a product of social processes and therefore not a matter of prescription or infallible predictions.

The demand for leaders to coach their employees is increasing as the benefits become more and more evident. However, little is known about the training managers have received in coaching or what support is available/required from their organizations. The paper aims to discuss this issue.

The paper encompassed a survey of 580 managers in Australian organizations with more than 200 employees. The authors used qualitative thematic analysis to examine the extensive free text answers.

The findings indicated that while some managers had received some form of training in coaching (30-40 percent, depending on training type), 40 percent of them expressed a desire for introductory and/or further training. The findings suggest that training should be tailored to the managerial context instead of a generic coaching training, with a more structured and coordinated approach to organizational coaching required.

Organizations could benefit from supporting managers with the following strategies: Why – Organizations need to explain clearly why a coaching leadership style is beneficial. How – Training can come in many forms from workshops to “on-the-job” learning. When – Managers want more insights into when and when not to use a coaching style. What – it should not be assumed that all leaders possess coaching skills but rather those coaching skills need to be acquired and developed.

This paper offers insight into current training and support structures for “leadership coaching”, and suggests strategies to help managers to implement coaching as a leadership skillset.

The purpose of this article is to provide answers to two questions: what has been the impact of nGMS on practice organisation and teamwork; and how do general practice staff perceive the impact?

The article is based on comparative in‐depth case studies of four UK practices.

There was a discrepancy between changes observed and the way practice staff described the impact of the contract. Similar patterns of organisational change were apparent in all practices. Decision‐making became concentrated in fewer hands. Formally or informally constituted “elite” multidisciplinary groups monitored and controlled colleagues' behaviour for maximum performance and remuneration. This convergence of organisational form was not reflected in the dominant “story” each practice constructed about its unique ethos and style. The “stories” also failed to detect negative consequences to the practice flowing from its adaptation to the contract.

The paper highlights how collective “sensemaking” in practices may fail to detect and address key organisational consequences from the nGMS.

This paper is based on my experiences of working as a third party in a large company in the confectionery industry. As part of an ongoing relationship in helping the company develop its approach to participation and involvement, a management working party was established to work out the potential for greater involvement at shop floor level through better job design and work organisation. Having carried out some research in this field I was invited to help this group in working out the problem and subsequently took the opportunity to analyse the nature of my role and the potential and problems associated with it.

The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments.

A specific research question is: does learning mechanisms and continuous improvement practices support each other and how, and what type of learning can be identified in the improvement of business processes. The question is linked to one of the fundamental issues currently discussed in the field of organizational learning; how do organizations get “from here to there”, in other words, what is the dynamics of the processes of learning and how progressive learning is achieved. A case study of a few Finnish companies is made and a procedural implementation model is applied.

The findings suggest that the learning process is characterized by measurement, detection and correction of errors, and cost reduction. In six sigma implementation, learning is a single‐loop type of learning. It is an incremental change process which reminds a technical variant of the learning organization. Continuous improvement occurs through procedural practices (the DMAIC‐cycle) which forms a structure for sustaining learning.

In this study, an essential question remains still unanswered: what type of learning is appropriate when organizational performance is enhanced by process improvements in production, delivery processes, etc. and what kind of learning mechanisms are the most supportive to continuous improvement practices. Further research is needed to find out how (if at all) the technical (single‐loop) approach develops into social (cultural and political) type of learning enabling sustainable capability development. For researching this a longitudinal case study setting would be required. As this paper has reported on the authors' first exploration, further research is needed to increase understanding of learning mechanisms that support CI practices. In further studies it is necessary to “dig” in real life practices of six sigma implementation more deeply.

Management should invest in, and allocate resources to staff training in order to promote learning and CI. On the level of operational leadership, the role of the leaders needs to be more clearly defined and leaders should be empowered. Managerial implication is that the development of information systems is a necessity for supporting CI and progressive learning in six sigma implementation.

Explains the dynamics of continuous improvement and learning process. Presents findings from a case study in three Finnish multinational companies. Presents a few key success factors for progressive organizational learning in conclusion.

The paper seeks to focus on the role of knowledge management in promoting corporate sustainability in the construction industry context. It proposes a maturity roadmap – STEPS to facilitate the implementation of a knowledge management strategy.

Two research methods were used. The first consisted of a postal questionnaire sent to the top 170 UK construction firms consisting of engineering design and construction contractor firms. The organisations were selected because they were considered the most influential organisations in the UK construction sector. The second research method involved 28 case study interviews with eight construction firms to investigate their approach to knowledge management and performance improvement. The results of the questionnaire survey and the case studies were used to develop the STEPS maturity roadmap.

The paper found that knowledge management is inextricably linked to corporate sustainability, but a methodical approach is required for successful knowledge management implementation. With this in mind, the STEPS maturity roadmap was developed to provide a structured approach to implementing and benchmarking knowledge management efforts.

This will allow companies to understand where they fall within the STEPS maturity roadmap and to devise a strategy to be developed to attain higher levels of knowledge management maturity.

This paper provides a mechanism for organisations to benchmark their knowledge management activities and to develop a knowledge management strategy that would improve their activities.

The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes.

A correlational study is presented with a sample of 562 workers belonging to diverse Spanish organizations.

The results obtained by means of multiple regression analysis showed positive associations of AL on employees’ knowledge sharing behavior. Specifically, the effect on these employee behaviors was fully mediated by the group innovation climate, and partially by their identification with the workgroup.

Future works should study this association in depth and examine possible differential relationships of AL on diverse types employee knowledge, explicit, and implicit, proposed by Nonaka and Takeuchi (1995).

The study indicates the type of leadership that should be developed in organizations, and the type of processes and environments to foster in the work units to stimulate acts of sharing knowledge among the members.

This is the first study examining innovation group climate and workgroup identification as mediators between AL with employee knowledge sharing behavior.

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.

A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.

The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.

Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.

To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.