Development and Learning in Organizations: Volume 19 Issue 2
Strapline:
An International JournalTable of contents
Implementing organizational learning initiatives: Insights from Singapore organizations – part I
Roland YeoThe paper explores several key issues in organizational learning and their contributions to practice and policy. It determines the different stages of learning, crucial factors…
Bridging hand and heart to stimulate learning in the organization: A holistic approach to learning
June TolsbyThis article exemplifies the importance of view learning within organizations, from a more holistic perspective where both the affectionate, cognitive and social side of learning…
A guide to executive coaching: Advice to managers and their organizations
Angélique du ToitThis paper introduces managers to the benefits of Executive Coaching as experienced by both the individual as well as the organization. It also recognises the difficulties…
E‐learning – offering opportunity: The case of ALSTOM
Vicky O'LearyTo share the experiences of RRC in developing and delivering e‐learning programmes to individual learners and corporate clients.
Organizational diagnostic factors in family business: Case studies in Thailand
Michita Champathes Rodsutti, Piyarat MakayathornTo examine organizational diagnostics taken from the best practice model of change as organizational diagnostic factors in a specific type of business such as family businesses…
Making management stay: Funding, development and promotion
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
How organizations can aspire to lifelong learning: From product to process
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Getting personal with training: Why learning at a distance need not be “remote”
To study the impact on human resource development of the advances in computer‐based distance learning, and whether organizations that could benefit are taking the opportunities…
Lessons learned from collective ignorance: Firm climbs ridge leaving workers in the valley
To introduce a newly‐developed model of collective learning.
An interview with David Megginson
David Megginson is Visiting Professor of HRD at Sheffield Hallam University and founder of the Mentoring and Coaching Research Unit in the University. He has written and…
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ISSN:
1477-7282Renamed from:
Training Strategies for TomorrowOnline date, start – end:
2003Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Anne Gimson