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Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Although learning is a widely recognized method for building individual skills and capabilities, its impact is often minimized in large-scale organizational change efforts in favor of more visible OD- and HR-related interventions. When conceptualized and applied systemically, however, learning itself can be a critical enabler and even a primary driver of organizational culture change. This chapter focuses on the role that a holistic learning agenda can play in a large-scale organizational change effort using insight developed from an applied case study in a large multinational organization.

Due to the global economic crisis, companies in underdeveloped countries have adopted various effective and efficient internal consolidation strategies to save to survive and grow. However, to continuously grow and achieve various organizational goals, companies also need to be able to unify the perceptions of employees and leaders through the formation of an energetic work mentality and high engagement. Employees have environmental challenges in facing international competition. Besides positive things, negative impacts can occur in job loss, job uncertainty, and anxiety about the ability to compete with other employees scattered around the world. Studies have shown that employees tend to have a sense of attachment to a company when appreciated, supported, and provided with good direction and coordination at work. Therefore, this research aims to determine the effects of perceived organizational support, transformational leadership, and teamwork on employee engagement. It is cross-sectional research with data collected from Indonesian Export Financing Agency employees through questionnaire and tested through hypothesis testing. The result showed that companies need to prioritize increasing employee engagement for sustainability and in order to achieve their various objectives.