for Journals by Title or ISSN
for Articles by Keywords
help

Publisher: Emerald   (Total: 342 journals)

 A  B  C  D  E  F  G  H  I  J  K  L  M  N  O  P  Q  R  S  T  U  V  W  X  Y  Z  

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Showing 1 - 200 of 342 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31, SJR: 1.71, CiteScore: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, CiteScore: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 22, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 1, SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 21, SJR: 0.222, CiteScore: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, SJR: 0.21, CiteScore: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 4, SJR: 0.16, CiteScore: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 6)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 72, SJR: 0.296, CiteScore: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, CiteScore: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, CiteScore: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 196, SJR: 0.354, CiteScore: 1)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, CiteScore: 1)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, CiteScore: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, CiteScore: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, CiteScore: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, CiteScore: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 26, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 298)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, CiteScore: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, CiteScore: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, CiteScore: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.46, CiteScore: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, CiteScore: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, CiteScore: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, CiteScore: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, CiteScore: 1)
Circuit World     Hybrid Journal   (Followers: 16, SJR: 0.246, CiteScore: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, CiteScore: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, CiteScore: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, CiteScore: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, CiteScore: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, CiteScore: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, CiteScore: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, CiteScore: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, CiteScore: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 26, SJR: 0.341, CiteScore: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, CiteScore: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 136, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, CiteScore: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 8, SJR: 0.551, CiteScore: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, CiteScore: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, CiteScore: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, CiteScore: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.454, CiteScore: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, CiteScore: 1)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 12, SJR: 0.477, CiteScore: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, CiteScore: 1)
Facilities     Hybrid Journal   (Followers: 3, SJR: 0.503, CiteScore: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, CiteScore: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.412, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 47, SJR: 0.426, CiteScore: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, CiteScore: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, CiteScore: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.129, CiteScore: 0)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.333, CiteScore: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, CiteScore: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.334, CiteScore: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, CiteScore: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, CiteScore: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, CiteScore: 1)
Information Technology & People     Hybrid Journal   (Followers: 44, SJR: 0.671, CiteScore: 2)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, CiteScore: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, CiteScore: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 10)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, CiteScore: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, CiteScore: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 17, SJR: 0.353, CiteScore: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, CiteScore: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, CiteScore: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 19, SJR: 0.339, CiteScore: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, CiteScore: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, CiteScore: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, CiteScore: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 8, SJR: 0.201, CiteScore: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, CiteScore: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, CiteScore: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, CiteScore: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.388, CiteScore: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, CiteScore: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 12, SJR: 0.358, CiteScore: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, CiteScore: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, CiteScore: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 7, SJR: 0.205, CiteScore: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 8, SJR: 0.226, CiteScore: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 11, SJR: 0.197, CiteScore: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, CiteScore: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, CiteScore: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, CiteScore: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, CiteScore: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 24)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 6, SJR: 0.802, CiteScore: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, CiteScore: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, CiteScore: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, CiteScore: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, CiteScore: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24, SJR: 0.426, CiteScore: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 12, SJR: 0.307, CiteScore: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, CiteScore: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.052, CiteScore: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, CiteScore: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, CiteScore: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, CiteScore: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, CiteScore: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 28, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, CiteScore: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, CiteScore: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, CiteScore: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.3, CiteScore: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, CiteScore: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, CiteScore: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 14, SJR: 0.502, CiteScore: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, CiteScore: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, CiteScore: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 8, SJR: 0.562, CiteScore: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.303, CiteScore: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 15, SJR: 0.895, CiteScore: 3)
Irish J. of Occupational Therapy     Open Access   (Followers: 3)
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, CiteScore: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, CiteScore: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, CiteScore: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, CiteScore: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.227, CiteScore: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49, SJR: 0.2, CiteScore: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, CiteScore: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, CiteScore: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, CiteScore: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, CiteScore: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, CiteScore: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, CiteScore: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.664, CiteScore: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, CiteScore: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 126, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 44, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, CiteScore: 1)
J. of Documentation     Hybrid Journal   (Followers: 175, SJR: 0.613, CiteScore: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, CiteScore: 1)
J. of Economics, Finance and Administrative Science     Open Access   (Followers: 1, SJR: 0.217, CiteScore: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, CiteScore: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 8, SJR: 0.369, CiteScore: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, CiteScore: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, CiteScore: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, CiteScore: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, CiteScore: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 5, SJR: 0.33, CiteScore: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, CiteScore: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 368, SJR: 0.228, CiteScore: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, CiteScore: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, CiteScore: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, CiteScore: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 57, SJR: 0.205, CiteScore: 1)

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Journal Cover
Development and Learning in Organizations
Journal Prestige (SJR): 0.138
Number of Followers: 7  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1477-7282
Published by Emerald Homepage  [342 journals]
  • Herman Aguinis interview
    • Pages: 40 - 43
      Abstract: Development and Learning in Organizations: An International Journal, Volume 32, Issue 4, Page 40-43, July 2018.

      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-09-18T10:10:11Z
      DOI: 10.1108/DLO-07-2018-113
       
  • Zigzag and zeitgeist: motivation in organizations
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to introduce an unconventional approach to personality and motivation, known as reversal theory, and to bring out some of its challenging practical implications, especially for organizations. The theory emphasizes frequent change and people’s tendency to “zigzag” creatively through life rather than be limited by fixed traits, or types, which limit their capabilities. Design/methodology/approach The paper introduces some basic concepts of the reversal theory. Findings Research shows, among other things, that there are four basic pairs of motivational states that people reverse between in the course of everyday life, that individuals vary in terms of their degree of “motivational intelligence”, and that organizations have contrasting emotional “microclimates” that can be controlled and changed by leaders as needs change. Research limitations/implications The theory has been developed from some 40 years of dedicated psychological research – observational, clinical, psychometric, and experimental – in many different countries and on a wide variety of topics. Practical implications The psychological theory was developed originally from work in clinical and counseling psychology and has always had an applied orientation. Practical concepts touched on in this paper include motivational intelligence, psychological reversal, and microclimates. These ideas have been applied in many different fields including personal and leadership development, workplace satisfaction, and customer relations. Originality/value The theory clearly contrasts with other psychological theories, has empirical support, and has proved itself in various applied contexts.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-09-05T01:24:27Z
      DOI: 10.1108/DLO-03-2018-0040
       
  • Value-added statement as a trigger to organizational unlearning
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose Organizational unlearning is easier said than done. Organizations are usually not cognizant of the ripe time to start questioning and discarding their existing paradigms and past success formulas. This paper aims to recommend the use of a financial metric, i.e. value-added statement, as a trigger to unlearning in organizations. Design/methodology/approach This paper uses a review of existing literature on organizational unlearning to highlight that although prescriptive studies on unlearning are abundant, “how” and “when” organizations should contemplate and discard the obsolete knowledge and routines is still inconspicuous. Findings Value-added statement is an adequate reporting measure that incorporates the contribution of organization toward not only its shareholders but also other stakeholders such as employees, providers of long-term finance, government, and public. It supplements income statement and provides an insight of how organizations are serving its interest groups. A decline in value addition by an organization in a reporting period can serve as a trigger to question the existing practices and break organization’s over-dependence on “one size fits all” approach. Originality/value Unlearning is considered as a means to attain financial performance in an organization. This paper attempts to recommend a financial metric which incorporates the economic, social, and environmental aspects of business, i.e. value-added statement. The rationale for not recommending other financial metrics as a trigger for unlearning is based on grounds of possible manipulation. Moreover, these financial statements are affected by legal, political, and economic context of a nation.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-20T12:14:11Z
      DOI: 10.1108/DLO-02-2018-0021
       
  • Open factory events as triggers of interactive learning in organizations
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to present and discuss an unconventional approach for developing organizational learning inside companies. The subject of this paper is the interactive mode of organizational learning – involving shared understanding and sense-making – which has proven useful in the current turbulent era and complex competitive environment. Design/methodology/approach The paper is based on an inductive and phenomenon-driven approach. The data collection method consists of interviews with involves informants. The empirical context of the research is Open Factory – the largest open-door event for industrial manufacturing in Italy. Findings Companies participating in Open Factory gained several benefits in terms of interactive learning. In particular, intra-organizational knowledge sharing, staff motivation, and more focused organizational identity were reported as the most relevant advantages. Practical implications Companies eager to enhance their interactive mode of organizational learning should seriously consider taking part in events such as Open Factory or should strive to create a similar event. Originality/value To the best of the authors’ knowledge, this paper is the first to describe and analyze open-door events for manufacturing companies as a source of organizational learning.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-20T12:11:32Z
      DOI: 10.1108/DLO-01-2018-0013
       
  • In the age of e-learning: application and impact of augmented reality in
           training
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to discuss the developments in augmented reality (AR) and its application and impact in the field of training. It highlights major implications for practice by building on current research and case studies. Design/methodology/approach This paper is based on the review of important developments in research and practice related to AR. Findings The engagement and retention are higher for AR-based training, as it layers and supplements the real-world environments with additional content. AR training reduces the pressure of memorizing instructions. AR is being adopted by a variety of organizations ranging from healthcare, automotive, firefighting, military, etc. Practical implications The paper provides relevant strategic insights on AR and its relevance in the field of training. Originality/value This paper aids the busy executives and researchers by offering the most relevant and valuable information related to AR in a summarized and crisp format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-15T01:14:49Z
      DOI: 10.1108/DLO-04-2018-0041
       
  • Workplace spirituality: a new imperative in Indian manufacturing sector
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to illustrate the need for workplace spirituality (WPS) through the planned implementation of strategies in the Indian manufacturing sector. Design/methodology/approach This paper is a viewpoint based on literature review. Findings WPS is useful for reducing employee turnover as well as increasing satisfaction, commitment, and engagement among employees. Employees feel empowered if they get ample opportunities and challenging tasks to grow in a positive environment. Originality/value The latest prevalent issues of industry have been addressed, and the strategies to overcome these problems are suggested.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-14T09:26:51Z
      DOI: 10.1108/DLO-01-2018-0010
       
  • When queen bees attack women stop advancing: recognising and addressing
           female bullying in the workplace
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to look at the implications of the “Queen Bee” syndrome in the workplace: its impact on women at work and the perception of women at work. Design/methodology/approach This paper draws on the author’s practical experience, observations, and studies. Findings The Queen Bee syndrome can have a negative impact on organizational performance and bottom-line results as well as individuals. Research limitations/implications The author calls for more work to done in this area to raise awareness and provide solutions. Practical implications This paper offers insight to help managers and organizations assess how much the Queen Bee syndrome may be at work in their own organization. It also invites women to self-reflect on their own behaviors. Originality/value This paper highlights an issue that can be ignored in organizations – how negative woman-to-woman behavior and/or bullying can be detrimental to individual and organizational performance.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-14T09:25:30Z
      DOI: 10.1108/DLO-04-2018-0048
       
  • Translating customer needs into project decisions: identifying knowledge
           brokers in project networks
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose It is essential for projects to fulfil a wide spectrum of customer expectations including social, psychological, technological, and physical ones. The purpose of this paper is to identify roles within project networks that act as transmitters and linkers of this important knowledge, thereby resulting in appropriate and timely on-ground decision-making. Design/methodology/approach Qualitative case analysis coupled with social network analysis (SNA) is used to map project actors and identify key knowledge brokers within a complex co-location project. The project network comprised 91 actors from a range of project partners from public and private sectors. Findings The research identifies key knowledge brokers where selection appears to reflect their “heavyweight” stature, high social capital, technical expertise, and personality. The research recommends early identification of brokers from within and outside the parent organization/s. Research limitations/implications The research covers a single, inductive, and interpretive study of a co-location project involving mature project organizations. Wider generalizability of findings to less mature organizations or those operating in vastly different sectors may be limited. Practical implications This study contributes to the existing body of literature on knowledge brokerage in projects and assists project managers in identifying and developing relevant brokers. Originality/value The study provides further evidence behind the argument that customer needs are translated into appropriate project decisions through key knowledge brokers.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-09T10:08:50Z
      DOI: 10.1108/DLO-03-2018-0034
       
  • The glue that holds an organization together: building organizational
           vision with top management teams
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose Top-management teams often have no shared understanding of the organizational vision, or they find it unhelpful for decision-making due to its vague and uninspiring style. The purpose of this paper is to test a theory-based workshop to effectively develop a shared vision for organizational development and learning. Design/methodology/approach Based on the Collins and Porras () vision framework, the authors tested a workshop design with top management teams. Findings The outlined vision workshop is a useful tool to develop a shared organizational vision in a systematic way. Originality/value This paper provides a practical approach to vision building that is relevant and shared by top management teams. Lessons drawn from the case analysis provide insights into the means by which organizations can shape their development through a compelling, guiding force.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-16T10:45:08Z
      DOI: 10.1108/DLO-03-2018-0037
       
  • Leadership development in a global chemical manufacturer
    • First page: 1
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose A People Leader Development Series (PLDS) was implemented in the manufacturing division of a global chemical manufacturer, as there was a need for improving leadership skills among leaders to meet the demands of the business. The purpose of this paper is to present this as a case study to describe this approach and provide successful implementation program notes. Design/methodology/approach A global team of leadership professionals planned a three-stage people leadership development program. This was stepping up, starting out, and sharpening up. Stepping up was for individual contributors who desired to become people leaders. Starting out was for people leaders who are new in the role. Sharpening up was developed for existing people leaders in the role for three to five years. All were designed with assessments, classroom training, and Web-enabled training for reinforcement, and with a global peer development network. Manager involvement and coaching were critical for the success of the programs. Company executives were sponsors as well as instructors. Findings The complete group of attendees said that they feel supported in their development plans. Three-fourth of the managers said that they feel their front-line people leader training is very effective, and the remainder one-quarter, said that they feel it is extremely effective as they see these results as the performance of people leaders has improved. The most important outcome for all of the managers and attendees was the development of the peer network. It was recommended that the program continue with one new emphasis, of increasing the post-program support with managers of the people leaders. Research limitations/implications It was important to design the evaluation from the start, as this was necessary to prove the return on investment. The global team designed a survey built around leadership competencies so that the transfer of learning could be understood and documented. Data were collected via an online survey which consists of the company’s leadership competency model. A change rating scale (1 = change for the worse to 5 = significant positive change) was used to assess the effect of change in behavior or performance on the critical competencies that were the main focus of the PLDS. The survey was administered to participants and their supervisors to compare the rate of change in behavioral competencies, as a result of the PLDS. Managers of the participants were interviewed over the phone to collect qualitative data about the effectiveness of the PLDS to clarify its impact on individuals as well as the organization. The company surveyed the pilot groups, and this was all. In the future, a commitment toward a strategic evaluation plan would be appropriate. Practical implications Practically speaking, these are the factors that contributed to the success of this program: the regional human resource (HR) managers played an important role in the coordination and developmental feedback. They interpreted the assessment data and were trained on how to do this. The Managers of the PLDS participants were coached in the methods and ways of leading this development for their direct reports. The regional executives taught and played an important role, as they are now mentors with PLDS attendees. The global leadership development team (who resided in the regions) designed the whole process from beginning to end. They were skilled and had resources to do this. The global leadership development team was led by a real star who developed her own direct reports. This is as the culture of this business demanded this. Social implications As this leadership development program was held in multiple cultures, there were differences in some of the timings and the socialization needed for success. An additional day was added for this reason; so, the people leaders felt that they had enough time to socialize what they learned. A peer learning network was developed as part of the design. This was as anticipated, a major success. Originality/value There are three ways of approaching people leader development, depending upon the maturity and the skills of the people leader. This is important because there are differing needs.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-09T10:09:20Z
      DOI: 10.1108/DLO-10-2017-0086
       
  • Keep them on-board! How organizations can develop employee embeddedness to
           increase employee retention
    • First page: 5
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to examine how companies can increase employee retention through job embeddedness. Design/methodology/approach The authors adopted a job embeddedness perspective to explain how different components of job embeddedness-fit, links, and sacrifice can contribute to employee retention. Findings The authors developed a practical model of employee retention by building job embeddedness into employee recruitment, selection, training, and development processes and provided a variety of easy-to-implement organizational practices. Originality/value This paper introduced job embeddedness as a new way to increase employee retention and developed a practical model for managers to develop HR practices for retaining their top talent.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-22T08:46:54Z
      DOI: 10.1108/DLO-11-2017-0094
       
  • Evidence based learning design – the opportunities afforded by
           learning analytics
    • First page: 10
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose As a means of better understanding learner success, higher education institutions, training providers, and corporate learning and development teams are contemplating the opportunities learning analytics affords. Simply put, learning analytics is the collection, analysis, and reporting of learner data, for the principle means of enhancing learning. It is argued that learning analytics – when available in a consistent and digestible format – not only provides educators with a clear view of the learners “footprint” but also allows for the means of navigating the broad spectrum of possible learning interventions. This brief paper outlines a clear definition of learning analytics and provides some suggestions on how learning analytics can assist in informing the decision-making relating to learning interventions for learning designers and educators via an evidence-based approach, one in which learner success is at the forefront. Design/methodology/approach Viewpoint paper Findings This paper has found that the collecting, reporting, predicting, and acting on learning analytics are more effective means of targeting adjustment to learning material, including interactive aspects, videos, text, discussion board activities, collaborative group work, assessment tasks, quizzes, branching scenarios, and teacher facilitated learning interventions. Research limitations/implications This is not a research paper, and as such so no limitations/implications are presented. Practical implications This paper explores how this is undertaken using an evidence-based approach, one in which learner success is at the forefront. Social implications This paper provides some practical strategies for trainers, educators, and learning designers. Originality/value Viewpoint paper
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-15T01:17:09Z
      DOI: 10.1108/DLO-10-2017-0084
       
  • Axe of kindness: introducing appreciative exnovation
    • First page: 14
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to present a model of exnovation that integrates the spirit of appreciative inquiry (AI) yet addresses some of AI’s assumptions. Design/methodology/approach Draws on the ample AI literature, sparse exnovation literature, and uses conceptual reasoning to develop a new process called appreciative exnovation. Findings This paper proposes a 4-phase model of appreciative exnovation. Specifically, this paper suggests that appreciative exnovation can produce valuable future knowledge while accomplishing the necessary task of removal of innovations incongruent with current organizational needs. Originality/value This paper is the first to link AI and exnovation concepts. It has also critically questioned key assumptions of AI. It is also the first to suggest that exnovation may be initiated on a bottom-up basis.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-14T09:22:31Z
      DOI: 10.1108/DLO-12-2017-0101
       
  • Learning nuggets, personalized eLearning (PeL) and product training for
           professionals with niche skills: a case study from India
    • First page: 18
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to describe the impact of personalized eLearning (PeL) using small videos and simulations. It sets out the results of a research project carried out across four Indian organizations. Design/methodology/approach This is an empirical study. The respondents completed product training using small videos and simulations as training content. The courses were assigned to learners using PeL concept. An online survey was conducted to capture feedback on learning content and process, followed by structural equation modeling (SEM) to explain the acceptance. Findings The research concluded that flexibility and engagement play an important role in competency development using eLearning. It also revealed the positive role of small videos, simulations, and PeL to improve product knowledge. The research findings are consistent with earlier studies. Research limitations/implications The pilot study was a part of a thesis topic for a doctoral program. The study is limited to four domains, namely, aerospace engineering, biological science, thermodynamics, and nuclear research. More studies are required to generalize results. Data were collected through self-responses and focus group discussion. Hence, the “perception” of respondents has some influence on the overall outcome. Practical implications The foundation’s result will help learning & development (L&D) professionals and courseware designers to identify important factors for small video and simulation-based learning in an Indian context. The recommendations will help practitioners design effective PeL content for product training. Originality/value This research increases the knowledge base related to competency development using eLearning for product training in an Indian context.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-14T09:14:01Z
      DOI: 10.1108/DLO-10-2017-0088
       
  • Creating the maximum impact apprenticeship experience
    • First page: 22
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper concentrates on how emotionally considerate onboarding and training serve to integrate an apprentice into the social fabric of an organization. In the context of apprenticeships, more work can be done in Korea to improve the commercial power that collaborative relationships between colleagues can inject into a workplace and its learning culture. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-08-09T10:10:12Z
      DOI: 10.1108/DLO-05-2018-0051
       
  • Organizations, gender and learning
    • First page: 25
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizations need to use, create, and share knowledge to gain competitive advantage. Many organizations are traditionally based on a male culture. This means that men are seen as the “norm” and women as the “other.” Women, thus, feel excluded and their voices, opinions, and knowledge go unheard. This can be detrimental to successful organizational learning. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-31T08:34:25Z
      DOI: 10.1108/DLO-05-2018-0053
       
  • The beauty of boosting collaboration with paired learning programmes
    • First page: 28
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how paired learning programmes (PLPs) involving clinicians and managers in the National Health Service (NHS) can dissolve barriers to collaborative action. PLP helped managers and clinicians form shared goals, communicate more effectively, and empathize with each other’s position in the organization. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-16T10:46:27Z
      DOI: 10.1108/DLO-05-2018-0054
       
  • How employee training can better impact on job performance
    • First page: 31
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms can increase the effectiveness of their learning programs by focusing on developing mechanisms for supervisor support. Such support can increase employee motivation to learn which then positively influences other factors that might ultimately lead to performance enhancement. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-31T08:31:30Z
      DOI: 10.1108/DLO-05-2018-0055
       
  • Improving the effectiveness of employee learning
    • First page: 34
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Learning is key to organizational growth and development. Various employee characteristics can predict the outcome of learning programs, which can have a more positive impact on firm performance if relevant online learning tools are also utilized. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-31T08:31:58Z
      DOI: 10.1108/DLO-05-2018-0056
       
  • Salary increases in American academic faculty
    • First page: 37
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Pay rises are an effective means of retaining employees. However, satisfaction with pay is linked to perceptions of happiness in and comparison with other employees’ pay. A happiness gap that causes an employee to feel deprived or dissatisfied may lead to them looking elsewhere for a new job. It is important to have good communication and a fair distributive process to reduce perceptions of a gap and reduce potential staff turnovers. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-07-31T08:34:54Z
      DOI: 10.1108/DLO-01-2018-0003
       
 
 
JournalTOCs
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Email: journaltocs@hw.ac.uk
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
 
Home (Search)
Subjects A-Z
Publishers A-Z
Customise
APIs
Your IP address: 54.198.23.251
 
About JournalTOCs
API
Help
News (blog, publications)
JournalTOCs on Twitter   JournalTOCs on Facebook

JournalTOCs © 2009-