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Our research aim is to propose a support model for problem‐solving oriented learning (PSOL) and implement a humancentric system that supports learners and thereby develops their ability. We propose a human‐centric interactive framework for PSOL by employing the research results in the educational psychology field. The characteristic of our research is that our system understands the principle knowledge to support users through human‐computer interactions. It is very important to clarify the principle knowledge of the target application domain and develop the system based on it. We call the principle knowledge as ontology. By embedding ontology into the basis of a system, we can implement a more positive navigation function. In this paper, we analyze the learners’ cognitive activities in PSOL, propose a support model that encourages self‐regulated planning processes, and illustrate an interactive environment for making effective problem‐solving and learning processes based on the ontology.

Examples of deliberate attempts to apply learning theory in the design of management education are rare—largely because, as the words imply, learning theory is concerned with learning rather than with teaching, and consequently not always of apparent help to the educator. This article describes an attempt to apply a relatively unfashionable stimulus‐response model to the task of overcoming differences in numeracy level on a large postgraduate programme. The approach has now been in use for four years in succession and over the last two years has been adopted by a second business school as well. But this apparent success has not been without its problems…

Ask leaders what their organizations need more of to thrive, and many will identify collaboration. Yet many collaborative efforts fail. A focus on the inner workings of teams, to the exclusion of the ecosystem in which teams work, has masked the importance of a collaborative context. We undertook a single case study of an exemplar firm with the intent of offering a nuanced illustration of the collaborative workplace. We illustrate how three contextual factors related to work, relationships, and behaviors shift the setting from a place where collaboration is hard to do, to one that embodies collaboration as a widespread competence.

The purpose of the current study was to examine the role of distance learning in enhancing introverted students’ lack of communication and social interaction to improve their performance in translation class. Cain (2013) and Kuzeljevich (2017) agreed that identifying “introverted” and “extroverted” students is important for meeting their learning needs. While extroverted students have strong social skills that allow them to interact comfortably in different learning environments, introverted students tend to be more shy, quiet, and silent, thus, requiring more careful planning in classroom settings. Therefore, educators need to support introverted students in reaching their full academic and social potential.

The present case study adopted a qualitative research method to explore the role of online/distance learning during the COVID-19 pandemic in enhancing introverted students’ performance and communication abilities in translation classes. The researcher of the current study spent a considerable time observing and set herself as part of the group (i.e. translation students of level 6 class) to understand the phenomenon, events and the new situation of having translation students interact in online settings. Data collection was based on this observation, interviews with the participants and archival documents. To enhance the validity and credibility of this research, the researcher employed the method of triangulation.

The results (see Appendixes A, B and C) revealed the level of students interactions in translation classes and their attitudes toward online learning. Based on the observations made by the instructor, the researcher found that the involvement of the introverted students during online translation learning was remarkable, as they provided their translation outputs in the chat window of Microsoft Teams with no hesitation. Consequently, 65% of the students were providing their translation output through the chat window, which indicates that they are more introverted and preferred not to speak. Comparing this result to face-to-face translation class, the researcher found that 25% of the students provided their translation outputs through oral participation.

This study contributes to the field of translation and education. Previous studies have not sufficiently examined the role of distance learning in enhancing the performance and communication of introverted students in translation classes. The current study is also expected to provide insight into the field of technical translation in remote teaching and learning settings.

The purpose of this paper is to focus on exploring the link between managers’ mindset (fixed vs growth) and their choice of leadership behaviors.

The sample was drawn from a proprietary database provided by a global organization that offers 360-degree online leadership surveys. Individuals in management positions provided an assessment of their mindset orientation as well as how often they engaged in various leadership behaviors.

Growth-minded managers consistently displayed more frequent use of leadership behaviors than did their fixed mindset counterparts; and this relationship was independent of demographic or organizational factors.

The findings are consistent with previous mindset research but prominently extend those results to managers in corporate settings; and supports previous research regarding the limited influence of demographic and organizational factors on both mindset and leadership.

Managers’ mindsets influence how much they engage in various leadership behaviors, and improving leadership competencies is more likely to occur when managers hold a growth mindset that abilities can be developed through effort as compared to fixed mindset managers who believe that abilities are inherent and unchangeable. The mindset of managers is predictive of the behavioral choices they make about exercising leadership, and has practical significance since studies have shown that managers are generally more effective in direct relationship to how often they are seen as engaging in leadership.

This study extends the significance of mindset from the educational to the corporate environment, using a robust sample of managers, and finding that the relationship between mindset and leadership is independent of various demographic and organizational characteristics.

This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.

The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.

The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.

This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there remains the challenge of leveraging these perspectives for project management practice.

The paper believes that situated learning theory offers insights that can be leveraged to make project management environments more effective through improved intra‐project and inter‐project shared learning.

This paper presents a high‐level conceptual framework to bridge situated learning theory to the RBV of project management. The paper finds that situated learning theory is well suited to contribute to an understanding of shared learning in projects and justifies future research.

The topic whether management skills are communicable has been the topic of scholars' debates and broad examination through literature in the last decades. However, there is less literature focusing on solutions for successful management education. This paper, not only takes up a position that management can be taught and learned, but also examines how the learning process is approached. The paper discusses characteristics of successful management educators and determine their impacts on management development. The paper determines the qualities and skills that modern managers must develop, especially in this time of globalization and rapid change in the business world. It suggests educating managers in “soft skills” such as interpersonal and intrapersonal skills and not merely concentrating on the “hard skills”, such as analytical skills. Additionally in this work, the need for managers with international exposure and cross‐cultural experience is emphasized. Finally, a proposal for management education curricula is tabled and address the issue of limits of management education is addresed.

Research vitality addresses the perseverance that faculty members in the organization sciences experience in maintaining their research quantity and quality over an extended period of time. The purpose of this paper is to offer a theoretical model of research vitality.

The authors propose a model consisting of individual and situational factors which influence the motivation and commitment of a professor to continue to conduct quality research over an extended period of time. Additionally, the authors identify benefits that may accrue when faculty members possess research vitality and discuss human resource management implications for schools engaged in hiring, tenuring, promoting, and socializing faculty members. A set of propositions about research vitality and contextual factors that influence this construct are presented and discussed.

An individual‐level construct that represents a time related measure of the quality and quantity of individual contributions to the scholarly discipline of management is developed. Every individual in the organizational sciences field has the capability to contribute in a meaningful way.

The model presented has a number of personal implications and departmental implications such as how to predict research vitality in junior faculty members.

The framework should be used for understanding one element of success in the organizational sciences.

The paper develops a model of research vitality to explain why some faculty continue to be productive, even in the face of a challenging research process.

The purpose of this paper is to present an educational approach to elevating problem-solving and numeracy competencies of business undergraduates to meet workplace demand. The approach is grounded in the theory of constraints following the Decoding the Discipline model. The authors investigated a cognitive bottleneck involving problem modeling and an affective bottleneck concerning low self-efficacy of numeracy and designed specific interventions to address both bottlenecks simultaneously. The authors implemented the proposed approach in an introductory level analytics course in business operations.

The authors use an empirical study to evaluate the effectiveness of the proposed approach in addressing deficiency in numeracy and problem-solving skills. Cognitive and affective learning interventions were introduced in an undergraduate core course in analytics. The perceived effectiveness of the interventions was evaluated with the use of a survey at the end of the course. To further investigate the effectiveness of the proposed interventions beyond self-reporting, the impact of the interventions on actual learning was evaluated by comparing the exam scores between classes with and without the interventions.

Students who underwent the interventions successfully overcame both learning bottlenecks and indicated a positive change in attitude toward the analytics discipline as well as achieved higher exam scores in the analytics course.

This study succeeds in strengthening the body of research in teaching and learning. The authors also offer a holistic treatment of cognitive and affective learning bottlenecks, and provide empirical evidence to support the effectiveness of the proposed approach in elevating numeracy and problem-solving competencies of business undergraduates.

The proposed approach is useful for business educators to improve business students’ quantitative modeling skill and attitude. Researchers can also extend the approach to other courses and settings to build up the body of research in learning and skill development. Educational policy makers may consider promoting promising approaches to improve students’ quantitative skill development. They can also set a high standard for higher education institutions to assess students’ numeracy and problem-solving competencies. Employers will find college graduates bring to their initial positions the high levels of numeracy and problem-solving skills demanded for knowledge work to sustain business growth and innovation.

As students’ numeracy and problem-solving skills are raised, they will develop an aptitude for quantitative-oriented coursework that equips them with the set of quantitative information-processing skills needed to succeed in the twenty-first century society and global economy.

The proposed approach provides a goal-oriented three-step process to improve learning by overcoming learning bottlenecks as constraints of a learning process. The integral focus on identifying learning bottlenecks, creating learning interventions and assessing learning outcomes in the proposed approach is instrumental in introducing manageable interventions to address challenges in student learning thereby elevating students’ numeracy and problem-solving competencies.

This study seeks to investigate causal relationships between sales management programs designed to build customer relationships by solving customer problems and selling firm performance.

Hypotheses were developed and supported based on theories developed from the market orientation and sales management literature. Using survey results from sales managers and reported profitability data, those hypotheses were tested using multiple regression.

Results indicate that consulting‐oriented post‐sales training and consulting‐oriented evaluation are significant influences on salesforce efficiency. Consulting‐oriented evaluation is a significant influence on customer retention. The strongest influences on profit growth are initial sales training and post‐sales training learning, but a composite variable of all elements of the consulting‐oriented sales management program is a significant influence on profit growth.

The sampling frame of this study was limited to medium to large industrial manufacturing firms; therefore any conclusions drawn from this study cannot be generalized beyond these types of firms. Future consulting‐oriented sales management research should expand the types of firms studied. Future research should also measure the relationships between consulting‐oriented sales management programs, firm market and learning orientation, adaptive selling, and salesperson customer orientation.

In industries where relationship building and partnering are considered mutually beneficial and important by buyers and sellers there should be greater emphasis on: listening skills, diagnostic skills, and problem solving skills in sales training; sharing effective strategies to build customer relationships and sharing of effective customer problem‐solving strategies in post‐sales training learning; measuring customer cost savings and obtaining customer satisfaction feedback in evaluation systems; and compensating salespeople for customer retention, positive customer feedback, and increased sales from current customers.

This study fills a gap in the literature for firm level research on the consequences of sales management programs, particularly programs that encourage sales consulting. This study makes a contribution to the literature by determining whether industry conditions encourage those programs or moderate their relationship to performance.