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A survey study was conducted in seven best practice organizations in the field of talent management. By cross‐checking their existing high potential lists, the authors aimed to examine to which extent assessments of learning agility were able to predict being identified as a high potential or not above and beyond a baseline prediction by job performance. Furthermore, they aimed to investigate whether learning agility increased with career variety.

The study had a case‐control design, comparing supervisor ratings of employees recently identified as high potentials (n=32) with supervisor ratings of a carefully matched control group of non‐high potentials (n=31).

Learning agility (mediated by job content on‐the‐job learning) was found to be a better predictor of being identified as a high potential than job performance. Career variety was found to be positively associated to learning agility.

This study's design did not allow for the demonstration of causal effects. Longitudinal studies are needed to further clarify the causality of these findings and their implications for organizational performance.

Organizations should do well to incorporate measures of learning agility into their high potential identification and development processes. Furthermore, they need to reflect on how HRM practices might enhance their high potentials' career variety and commitment.

The current study responds to urgent calls in the literature for more empirical research on the identification and development of high potentials, as well as on career variety.

The purpose of this article is to discuss the potential for learning that is present for process operators in their work at a paper mill. The term learning potential is used to denote the opportunities operators have for learning in their daily work.

A case study of the work and learning of process operators in four different shift teams in four different departments at a paper mill, using diaries and interviews, provides the data for identifying potential for learning in the work of process operators.

Findings show that the work of operators is dominated by an adaptive form of learning, that is becoming better at an already known task, and solving daily work problems. At the same time there is potential for a more development oriented learning, but with a local and ad hoc emphasis in the shift teams. However, the desire and willingness of the operators is important for the utilization of existing learning potential.

In general, limitations of the case study methodology mean that it may not be possible to generalize to other industrial and organizational settings.

The research highlights that there is potential for learning, but the “invisible” learning that is found on the shopfloor in the shift teams must be supported by the company so that it can lead to development of the organization.

The research has indicated that potential for development has a mainly local and ad hoc emphasis, primarily through the contradictions that exists in shift teams. Nothing, however, indicates that this potential might also include development of the organizational level at the paper mill.

Lesson study (LS) research is disadvantaged by a lack of clarity surrounding the potential outcomes an LS cycle can produce for participant learning. The purpose of this paper is to set out a model of the potential outcomes an LS cycle can achieve. The model identifies the limitations that can occur in LS groups and how these limitations impact on the overall outcomes for participants.

Case studies are used to exemplify the different outcomes in the model taken from five years of LS work in a primary school in England. The case studies shape the four different outcomes of the model, defining and contextualising the attributes and characteristics of each outcome.

The model presented indicates that there are four key outcomes for LS cycles, with the most common outcome being a form of limited learning. The paper explores the limitations of time, collaboration and expertise to articulate how each of these limiting factors has a bearing on the overall outcome for an LS cycle.

The model is currently based on a singular educational setting. This means that each outcome needs further exploration through wider LS work in order to clarify and refine the outcome model.

The outcome model will support the development of a shared vocabulary for discussing LS cycles. By articulating where on the outcome model an LS is, it is possible for researchers to discuss how to reduce the impact of limitations and other challenges to LS, enabling research to develop a more evaluation-led approach to using LS.

The outcome model supports LS researchers in articulating the outcomes of their LS cycles with a shared vocabulary. It addresses understudied areas of LS research, namely failed and dysfunctional LS cycles and identifies that while an LS can bring the potential for participant learning, the cycle outcomes are the starting point for participant change.

The purpose of this paper is to challenge processes of organizational learning and innovation that are based on making use of, extrapolating, or adapting past experiences and knowledge, because such a strategy turns out to be incapable of dealing with the challenges of today’s volatile, uncertain, complex and ambiguous environment. As a possible way out, a conceptual model is proposed that integrates organizational learning and innovation as a future-driven learning process and a future-making practice.

This work is conceptual in nature, drawing on (both theoretical/philosophical and empirical) interdisciplinary concepts and evidence from a variety of fields, including organizational studies, organizational learning, innovation studies, systems theory and systems biology, as well as cognitive science.

The author proposes a paradigm shift in organizational learning: from a future-oriented perspective, organizational learning can be viewed as an innovation process that is based on “learning from the future as it emerges.” A conceptual approach is presented that integrates future-oriented innovation and organizational learning as a future-making practice. It is based on learning from future potentials as a source for sustainable innovations. Both epistemological/ontological foundations and organizational implications are discussed.

This paper introduces a new perspective on the role of future-oriented innovation in the context of organizational learning. It shows how organizational learning and innovation can be integrated and how shortcomings of absorptive capacity can be overcome by assuming a future-driven perspective. Furthermore, an epistemology of future knowledge/potentials and its applications for organizations is developed.

This paper discusses findings from a four-year research and development project using lesson study in a Norwegian elementary school. There are only a limited number of studies which have investigated how talk mediates teacher learning in lesson study, whereas research has shown that the form communication takes is the key to whether or not collaboration leads to learning. Focus in this paper is therefore on the talk which takes place in teacher teams when they meet to plan the research lesson in lesson study. The article explores sequences of talk that afford opportunities for teacher learning in order to understand what triggers and characterizes these opportunities.

Data consisted of audio recordings of four teacher teams made during planning meetings. Based on theoretical criteria, sequences of teacher talk which indicated potential for learning were selected for further analyses. These sequences were then coded with respect to what themes triggered this talk and what conversional routines were found.

The most frequent trigger of talk affording opportunities for learning was in relation to students and more specifically different needs of individual or subgroups of students. Didactic and purely curriculum-focussed issues triggered this kind of talk to a small degree. Conversional routines in the selected sequences concerned (1) taking a student perspective, (2) discussing impact on student learning behaviour and (3) generalizing (moving from specific accounts of classroom practice to general reflection on one's own practice).

This study aims to investigate what triggers and characterizes talk with learning potential in the lesson study work of teacher teams.

The aim of this paper is to outline how artificial intelligence (AI) can augment learning process in the workplace and where there are limitations.

The paper is a theoretical-based outline with reference to individual and organizational learning theory, which are related to machine learning methods as they are currently in use in the workplace. Based on these theoretical insights, the paper presents a qualitative evaluation of the augmentation potential of AI to assist individual and organizational learning in the workplace.

The core outcome is that there is an augmentation potential of AI to enhance individual learning and development in the workplace, which however should not be overestimated. AI has a complementarity to individual intelligence, which can lead to an advancement, especially in quality, accuracy and precision. Moreover, AI has a potential to support individual competence development and organizational learning processes. However, a further outcome is that AI in the workplace is a double-edged sword, as it easily shows reinforcement effects in individual and organizational learning, which have a backside of unintended effects.

The conceptual outline makes use of examples for illustrating phenomenon but needs further empirical analysis. The research focus on the meso level of the workplace does not fully refer to macro level outcomes.

The practical implication is that it is a matter of socio-technical job design to integrate AI in the workplace in a valuable manner. There is a need to keep the human-in-the-loop and to complement AI-based learning approaches with non-AI counterparts to reach augmentation.

The paper faces workplace learning from an interdisciplinary perspective and bridges insights from learning theory with methods from the machine learning community. It directs the social science discourse on AI, which is often on macro level to the meso level of the workplace and related issues for job design and therefore provides a complementary perspective.

The purpose of this paper is to scrutinise the potentials and challenges of variation theory when adopting learning study in Austrian initial EFL (English as a Foreign Language) teacher education.

Based on a hermeneutic and epistemological approach, projects, and publications employing variation theory in the context of EFL are critically evaluated.

Variation theory and learning study turn out to have great potential for EFL teaching and learning in Austria. However, three critical issues need further conceptual and empirical research before new learning cycles can be implemented and evaluated: the object of learning, the SLA-variation theory interface, and the roles of variation theory on different educational levels.

By identifying and discussing important critical issues within the current practice of variation-theory-oriented EFL teaching, this study could lead to further theoretical and empirical deliberations in various areas of modern language teaching. This in turn could help pave the way for both the development of theoretical underpinning and methodological refinement, ultimately fostering international co-operations in implementing learning cycles.

The purpose of the study is to analyse the feasibility of using the potential and exponential curve models to assess the learning of a group of welders, when welding stainless steel piping with the tungsten inert gas process.

The welding productivity data grouped according to the requirements of the ASME SECTION IX code is organised into two groups: average productivity and baseline productivity. When processing the adjustment to the two models, the Excel software Solver tool was used. The criteria for assessing the quality of the fit were: least squared method, Spearman's correlation coefficient and graphical method. The impact of the variation coefficient on the average productivity and the amplitude (difference between the minimum and maximum productivity) was also evaluated on the baseline productivity.

The curves elaborated based on the average productivity presented better quality of adjustment than those constructed from the baseline productivity. The potential and exponential models presented similar adjustment conditions, with the second having a slightly superior performance. There were no productivity gains due to learning in the studied time interval. The grouping of the average daily productivity data based on the diameter range established in the ASME code section IX presented satisfactory results, enabling its use by the industry.

There is no news of work on piping welding with this focus. The proposal to group the productivity data according to the degree of difficulty of execution established by the ASME code section IX, widely used in the industry, is a significant contribution to monitoring the evolution of learning. In the same way, the results allow to adopt the average productivity determined from the first 20 days of realisation of a project, as a reasonable indicator to estimate the future performance of the work, helping to correct deadlines during the realisation of a project.

The aim of this study is to investigate some factors that have an influence on employee retention. Based on the literature and previous research, both employee and organisational factors are taken into account.

Data were collected by means of a questionnaire that was distributed on a voluntary basis in professional organisations and among employees, both electronically and in hard‐copy, during 2008‐2009. The study sample consisted of 972 employees, mainly clerks, from diverse profit and social‐profit organisations.

The results show that when organisations want to retain their employees it is important to pay attention to the learning of employees. Letting people do more and learn more of what they are good at will encourage them to stay with the organisation. Results concerning the selected employee variables show that only age has a significant relationship with retention. Regarding the intention to stay, there exists a positive relationship between age and retention.

A limitation of this study is that both employee as organizational factors are measured through the perceptions of employees. The response set of subjects when responding to self‐report measures could therefore be the result of a temporary mood, or could be the result of what may be considered as socially appropriate by the participants. Another limitation is that the questionnaire was voluntarily completed by the respondents; the researcher had therefore no information about the non‐respondents.

The paper focuses on the factors influencing employee retention.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.