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Publisher: Emerald   (Total: 356 journals)

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Showing 1 - 200 of 356 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 32, 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: 25, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 17, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 1, SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 32, 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: 5, 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: 83, 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: 211, SJR: 0.354, CiteScore: 1)
American J. of Business     Hybrid Journal   (Followers: 18)
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   (Followers: 1)
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: 6, 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: 30, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 308)
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: 17, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, 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 and Curation     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: 6, 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)
Data Technologies and Applications     Hybrid Journal   (Followers: 323, SJR: 0.355, CiteScore: 1)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 28, 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: 143, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 24)
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: 17, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 9, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 25, 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: 21, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 13, 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: 20, SJR: 0.412, CiteScore: 1)
Global Knowledge, Memory and Communication     Hybrid Journal   (Followers: 977, SJR: 0.261, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education Evaluation and Development     Open Access  
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, 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: 18, SJR: 0.129, CiteScore: 0)
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: 7, 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: 45, SJR: 0.671, CiteScore: 2)
Innovation & Management Review     Open Access  
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 12, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61)
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: 9, 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: 8, 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: 14, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 20, 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: 9, 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: 5, SJR: 0.629, CiteScore: 2)
Intl. J. of Ethics and Systems     Hybrid Journal   (Followers: 3, SJR: 0.333, CiteScore: 1)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 7, 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: 6, 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 Leadership in Public Services     Hybrid Journal   (Followers: 27)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 8, 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: 27, 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: 19, SJR: 2.052, CiteScore: 4)
Intl. J. of Organization Theory and Behavior     Hybrid Journal  
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: 8, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 32, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, 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: 3)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 54, 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: 10, 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: 7)
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: 6, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 16, 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: 45, 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: 17, 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: 10, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.333, CiteScore: 1)
J. of Capital Markets Studies     Open Access  
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: 19, 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: 134, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 48, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, CiteScore: 1)
J. of Defense Analytics and Logistics     Open Access  
J. of Documentation     Hybrid Journal   (Followers: 189, 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: 11, 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)

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Journal Cover
Development and Learning in Organizations
Journal Prestige (SJR): 0.138
Number of Followers: 8  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1477-7282
Published by Emerald Homepage  [356 journals]
  • Lean as a learning system: What do organizations need to do to get the
           transformational benefits from Toyota’s method'
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach. Design/methodology/approach Based on the authors expertise and 30 plus years of experience developing and implementing the “lean” approach. Findings A shift is required in leaders, away from a chain of command to a chain of help. Type IV learning is required where everyone, including the “leaders”, explores, learns, and figures out, experientially, one change at a time. Originality/value The paper provides a succinct summary of the need for a mind-set shift in leaders if they are to create a truly lean culture in their organization. They call for leaders to start a cognitive revolution, rather than look to “bolt on” lean to existing organizational practices.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2019-01-25T09:49:09Z
      DOI: 10.1108/DLO-11-2018-0147
       
  • Organizational readiness for change: an inherent concern for Indian small
           and medium enterprises (SMEs)
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the employees’ readiness to change which is integral to organizational readiness for change (ORC). Design/methodology/approach This paper is based upon the subjective viewpoint of the author. Findings The paper brings forward the opportunities and challenges of Indian SMEs with a suggestive framework on employee readiness for change (ERC). Practical implications The paper will help SMEs consider a framework to assess ERC before implementing a change. Originality/value The exists no framework for Indian SMEs to look-up as a benchmark to assess their ORC and ERC. Hence the paper will contribute to the literature and will be a handy reference for SMEs.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2019-01-25T09:47:08Z
      DOI: 10.1108/DLO-09-2018-0118
       
  • Inclusion: how an understanding of neuroscience enhances your gender
           initiatives
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The author recently conducted a research with companies about their gender diversity and inclusion initiatives to understand how successfully “lighthouse” organizations were moving the dial on creating inclusive cultures and whether an understanding of neuroscience helped to explain the importance of cultural change. Design/methodology/approach For the research, the author used a modeling methodology which had been designed to identify the difference that makes a difference and the things which really work. Findings Helping leaders understand the science behind why inclusion is important in business, the definition of inclusion, how the impact of exclusion on productivity, creativity, and engagement reduces resistance to change, and explains why the HR’s advice is beneficial to the success of the business. Originality/value The research found that few organizations are using an understanding of the negative impact of exclusion to make a business case for creating an inclusive culture.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2019-01-25T09:45:49Z
      DOI: 10.1108/DLO-07-2018-0082
       
  • Learner engagement: the relationship between learners, instructors, and
           content in online education
    • 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 paper investigates how engagement benefits learning, and the relationship between the content, the learner, and the instructor; with a focus on online learning and instructional design. Learners are responsible for their learning, but the instructors’ role is essential in enhancing engagement and thus learning via effective teaching and course design. 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: 2019-01-25T08:17:44Z
      DOI: 10.1108/DLO-12-2018-0163
       
  • Chief learning officers: activities, effectiveness, and success
    • 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 his/her own impartial comments and places the articles in context. Findings This research looks at the role of chief learning officers (CLOs), at how they create and develop a learning organization, and at what they need to achieve success. There are four main themes behind the role of a CLO: funding and resources; networking, collaboration, and building a community; having a vision and a strategy; and measuring, assessing, and using feedback. Practical implications This 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: 2019-01-14T08:15:47Z
      DOI: 10.1108/DLO-12-2018-0162
       
  • Learning organization and work performance in Bandung city government in
           Indonesia: a path modeling statistical approach
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This study aims to explore the applicability of the learning organization (LO) concept as a predictor of work performance (WP) using partial least square (PLS) as a statistical method to explain the presence or absence of relationships between those latent variables. Design/methodology/approach An empirical approach was conducted on a research sample of a local government in Indonesia. The design of this study is a cross-sectional study using a closed-ended questionnaire, and PLS is used as a statistical method. Findings The results show evidence of internal consistency and construct reliability and provide a sound answer that the LO concept can explain a considerable proportion of the WP. This indicates that LO could be considered as the predictor of WP. Originality/value To date, studies on the benefit of becoming an LO have been increasing since the publication of Senge’s book, The Fifth Discipline, in the 1990s. However, such research efforts are directed primarily at assessing financial and knowledge performance (Swanson and Chermack, ). Very few studies have focused on the benefits associated with becoming an LO with an emphasis on individual performance using the behavioral aspect.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2019-01-04T07:18:48Z
      DOI: 10.1108/DLO-03-2018-0033
       
  • Increasing diversity, awareness, and inclusion in corporate culture:
           
    • Pages: 19 - 21
      Abstract: Development and Learning in Organizations: An International Journal, Volume 32, Issue 6, Page 19-21, November 2018.
      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 Diversity is increasing and there are huge benefits to organizations in supporting this, both for their employees and their customer base. A means of providing support to employees is the creation of employee resource groups (ERGs) which provide a safe community to discuss issues, have a voice, increase visibility, and receive learning and development opportunities, both formally and informally. ERGs can raise awareness throughout the organization to non-members and business leaders alike, reducing stereotypical thinking and increasing integration. This has wider benefits in terms of reducing employee turnover and creating an inclusive, productive workforce. 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: 2018-11-12T02:02:11Z
      DOI: 10.1108/DLO-11-2018-132
       
  • Gender in management: differences in male and female evaluations in
           leadership
    • Pages: 22 - 24
      Abstract: Development and Learning in Organizations: An International Journal, Volume 32, Issue 6, Page 22-24, November 2018.
      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 Gender equality is increasing; however, in the higher management levels of organizations, there persists a bias toward male management. Investigating how bosses and peers rated managers showed that males provide lower job evaluations than females, regardless of sex, but at the same time, male peers provided higher ratings toward their own gender. Bosses were indifferent to gender in their ratings. Affecting the evaluation could be factors of social homophily and interpersonal familiarity. Lower performance ratings and a gender bias could hold back female career progression and create an overall atmosphere of gender perception within the workplace. 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: 2018-11-12T02:02:22Z
      DOI: 10.1108/DLO-11-2018-133
       
  • Women’s leadership and well-being: incorporating mindfulness into
           leadership development programs
    • Pages: 25 - 27
      Abstract: Development and Learning in Organizations: An International Journal, Volume 32, Issue 6, Page 25-27, November 2018.
      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 Leadership development programs should include tools and strategies to help women cope with the unique challenges facing them in leadership roles. One such tool is mindfulness, which could help reduce stress and promote greater well-being. 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: 2018-11-12T02:02:30Z
      DOI: 10.1108/DLO-11-2018-134
       
  • Tania Hector
    • Pages: 28 - 30
      Abstract: Development and Learning in Organizations: An International Journal, Volume 32, Issue 6, Page 28-30, November 2018.

      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-12T02:02:19Z
      DOI: 10.1108/DLO-11-2018-135
       
  • Views of Estonian nonprofit executives on succession: lessons from the
           field
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning. Research limitations/implications Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits. Practical implications Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders. Social implications Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients. Originality/value Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-31T08:35:51Z
      DOI: 10.1108/DLO-08-2018-0098
       
  • Influence of ethical leadership on employee learning orientation: evidence
           from academics
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to examine the relationship between ethical leadership and employee learning orientation in organizations. Design/methodology/approach This paper uses a quantitative methodology to analyze data collected from 160 faculty members from universities, using a survey questionnaire. Findings The finding of this study reveals that ethical leadership has a positive effect on learning orientation of faculty members in universities. Originality/value This study adds to the field of ethical leadership by investigating the influence of ethical leadership on learning orientation of faculty members in universities.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-18T03:36:17Z
      DOI: 10.1108/DLO-07-2018-0086
       
  • Resolving conflict in organizations – achieving results through a
           harmonization process
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose Conflict is inevitable in organizational life. On the one hand, it can bring creativity and enhance problem-solving. On the other, it can hinder effective problem-solving, increase defensiveness and member dissatisfaction, and create a destructive work environment. This paper aims to outline four important components of harmonization that help to enhance conflict-management capability. Design/methodology/approach Based on Nguyen and Belk’s () harmonization framework, the author adds their own comments and places in the context of resolving conflict in organization. Findings The harmonization process synthesizes multiple goals and balances differences to achieve better solutions without discounting any of these elements. Harmonization provides better understanding of important issues and why they are critical to each party. Each party will feel better about the situation after having heard the other side’s position. There might be anger, anxiety, or frustration at the beginning. However, when people successfully go through the harmonization process, they feel happy, connected to others and proud of the results they get. These processes require communicating with others, learning others’ perspectives, understanding and empathizing with others, and being willing to adjust. Practical implications The paper outlines four skills in which organizations can train their employees to improve conflict management. Originality/value Harmonization process is applied to conflict management in organization.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-18T03:32:56Z
      DOI: 10.1108/DLO-10-2018-0136
       
  • Arts and humanities for executives’ development: aphorisms as a new tool
           in the management toolbox
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to answer the call for greater humanization of the corporation, introducing aphorisms as a new tool for developing management awareness, creativity, and multiple-perspective mind-set. Design/methodology/approach The paper elaborates on a theoretical base to suggest a new tool for management development. Findings A firm is not only a technical system but rather a community of people, and due to increasing environmental complexity, humanities can provide managers with great help. In this line of thought, aphorisms are an under-considered literary genre that can prove helpful in humanizing the corporation. Practical implications Aphorisms can assist management in several ways: they help to understand what the organization stands for and to focus organizational values; they contribute to define corporate identity to people inside and outside the organization; they favor open-minded examination of problems from multiple perspectives, giving way to unexpected possibilities; and they generate critical dialogue within the management team about strategic decisions. Originality/value Although several arts and disciplines have already been considered in management literature, as far as the authors know, this is the first paper attempting to introduce aphorisms in the management toolbox.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-12T02:31:01Z
      DOI: 10.1108/DLO-09-2018-0122
       
  • Self-efficacy: core of employee success
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This viewpoint demonstrates the importance and significance of individual self-efficacy beliefs and perceptions with regard to performance and in relation to self-regulated learning. The concept of self-efficacy has been widely researched and reported mainly in academic journals. This viewpoint aims to clearly explain the concept and its formation, give some details of its relationship with performance and persistence in effort, and present some specific advice for managers and supervisors pertaining to guiding and assisting employees. Design/methodology/approach This paper is built upon the following: a thorough review of the literature regarding the topic of self-efficacy, the practical experience of the authors in mentoring and supervising employees, and a desire to offer specific, helpful advice to managers/supervisors in enhancing and stimulating employee self-efficacy and personal learning. Findings The body of research across several domains, such as business, education (mostly pre-college), psychology, and athletics, clearly reveals that personal self-efficacy beliefs/perceptions can be highly motivational with regard to performance and improvement in learning tactics and strategies. This study finds that little attention has been given to advising managers/supervisors in assisting employees to enhance personal self-efficacy, hence the effort to provide direct advice. Originality/value There have been a few attempts to link self-efficacy with self-regulated learning. Both concepts are valuable when it comes to individual effectiveness in performance and in one’s personal growth; and this study highlights the coordination between the two. Originality and value are represented in the advice offered for managers/supervisors using the ordered, process steps of self-regulated learning as an organizing basis.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-11T03:10:00Z
      DOI: 10.1108/DLO-04-2018-0045
       
  • The impact of leadership styles on knowledge-sharing behavior: a review of
           literature
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context. Design/methodology/approach A thorough review of the literature was conducted. Empirical, as well as conceptual, studies examining the relationship between leadership styles and follower knowledge-sharing behavior were reviewed. Findings Based on the findings of the studies reviewed, a theoretical framework is presented. The framework lists various leadership styles that have been found to significantly affect desirable individual- and team-level outcomes through a host of underlying mechanisms and subsequent knowledge sharing by the subordinates. Practical implications The theoretical framework proposed in this study holds direct relevance for practicing managers. It provides a range of leadership styles that managers may choose from and practice to successfully elicit knowledge sharing among their subordinates. Originality/value Considering the vast array of studies exploring the role of leadership in predicting followers’ knowledge-sharing behavior, the present study contributes by summarizing the scattered literature on the same. The framework is of immediate value to executives and saves hours of reading time by presenting the most relevant information in a condensed and easy-to-digest format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-07T08:37:16Z
      DOI: 10.1108/DLO-06-2018-0067
       
  • Organizational culture: does it influence the way a company deals with
           CSR'
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to show how managers model culture for employees to promote corporate social responsibility (CSR) practices. Design/methodology/approach The proposal begins by highlighting the importance of culture for CSR implementation and then explains the impact of culture on employees. Findings Currently, many companies carry out activities under the CSR umbrella, but they may do so without considering whether their company’s context is ideal for such initiatives. They may also not consider the types of employees composing the workforce or their disposition toward CSR. In these circumstances, organizations may miss out on the added value of CSR practices. Originality/value The important influence of CSR practices on employees’ attitudes and behaviors at work requires organizations to implement these types of actions. Therefore, the contextual factors that are most likely to aid in developing and maintaining these practices must be acknowledged. This paper seeks to offer a new perspective to managers and human resource managers regarding the implementation of CSR activities.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-12-04T02:45:13Z
      DOI: 10.1108/DLO-06-2018-0070
       
  • Artificial intelligence-based training learning from application
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to discuss the rationale, theoretical foundation, application, and future of artificial intelligence (AI)-based training. Design/methodology/approach A review of relevant research papers, articles and case studies is done to highlight developments in research and practice. Findings AI-based training systems are smart, intelligent and expert in handling queries. These systems can curate content, grade, evaluate, and provide feedback to trainee, thus making learning adaptive and contextual. Practical implications Application of AI is vital in the field of training, as it helps personalization and customization of training programs to increase the effectiveness of training. Originality/value Executives and researchers can save time by reading relevant information on the linkage, and its contribution to AI is discussed and summarized in an easy to read format.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-27T03:19:03Z
      DOI: 10.1108/DLO-05-2018-0058
       
  • Strategic talent management: creating strategic value by placing top
           talents in key positions
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to argue that traditional talent management practices cannot lead to organizational excellence. Design/methodology/approach On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach. Findings Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success. Research limitations/implications Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development. Practical implications Talent managers should start thinking in terms of strategic capabilities for the organization. Social implications Strategic talent management starts with the where and what of the work that has to be done and only then looks at who. Originality/value The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-27T03:16:57Z
      DOI: 10.1108/DLO-09-2018-0120
       
  • Neuro-what' Which neuroscience products should you take seriously'
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose Discovery in the field of neuroscience is rapid and keeping pace can be overwhelming. This paper aims to summarize the history of how the field has developed and provides seven key questions you should ask when assessing the validity of “neuro” products and services. Design/methodology/approach This paper is based on the author’s five decades of experience as a neuroscientist. Findings Developments in neuroscience can assist organizations to deliver more effective OD and learning and development (L&D) interventions. It is, however, critical to identify well-researched and evidenced products and services. Originality/value Neuroscience is developing at a high speed our understanding of the brain. This paper provides L&D professionals with a set of principles on which to assess the voracity of what they are offered, to sort the wheat from the chaff.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-27T03:14:45Z
      DOI: 10.1108/DLO-09-2018-0126
       
  • Women leaders and organizational diversity: their critical role in
           promoting diversity in organizations
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to analyze the role of women leaders in enhancing and managing diversity in organizations. Design/methodology/approach The approach of this paper is to combine the findings of two fields of research, namely, effectiveness of women leaders, and organizational diversity, and propose that women leaders have a critical role to play in enhancing organizational diversity and its effectiveness. Findings The main findings of the paper are that women leaders outperform their male counterparts in many of the necessary skills and competencies required to create democratic and inclusive organizations. Their leadership style is also best suited to effectively manage and take advantage of diversity in organizations. Practical implications Women leaders can create a very significant impact on creating inclusive environments in which diversity is valued and on organizational performance overall. Thus, it is imperative for firms to overcome gender bias and create meritocracies in which women leaders can be hired, retained, and promoted. Social implications Societies need to create grassroots change where perceptions of women in the workplace change. Originality/value The study creates a connection between two bodies of literature: one that explores the effectiveness of women leaders on leadership competencies and the second that looks at diversity in organizations, and how organizations can take advantage of this diversity. It shows that women leaders are well suited to promote and manage diversity in organizations by virtue of their skills and leadership style.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-27T03:12:03Z
      DOI: 10.1108/DLO-07-2018-0085
       
  • Leadership development learning accelerators: voices from the trenches
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to highlight the practices that high-performance leaders believed were influential for accelerating their development as leaders. Design/methodology/approach The sample consisted of US based, mid-level leaders at Fortune 1000 companies who were identified by their organizations as being “high performers possessing the strong ability to deliver desired results for their enterprises.” The authors recently conducted focus groups with a subset of over 200 of these high-performing leaders and asked them to answer the following question: “Please identify what you would consider to be the five (5) most influential factors that accelerated your development as a leader.” Leaders were then randomly assigned to five-person focus groups to discuss their individual responses and come to consensus on what they considered to be the top leadership development “accelerators.” A content analysis of over 20 focus groups’ response sets allowed us to identify a list of top leadership development “accelerators”. Findings Seven leadership accelerators were identified: working for a great leader; experiencing an extremely challenging assignment or major organizational change; working in an organization that requires and supports skill development; possessing a strong mentor/accountability partner; ongoing personal reflection and self-assessment; experiencing a significant failure or career setback; and formal leadership development training/continuing education. Research limitations/implications It is important that leaders, HR professionals, and talent managers know and understand these factors and to make it an ongoing priority to systematically address the key questions that emerged from these findings. Practical implications Leaders should thoughtfully answer the questions presented for themselves and encourage leaders in their organization to do the same. Originality/value This paper, using primary data from “high-performance” leaders, identifies and explains seven important leadership development accelerators.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-22T10:02:22Z
      DOI: 10.1108/DLO-07-2018-0084
       
  • Inter-organizational mentoring: a four phase conceptual model for success
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process. Design/methodology/approach This study used a focus group of 19 expert coordinators on IOM programs who met once at the Basque College of Economists. The session was recorded and notes were taken and distributed to all participants. Findings Based on the focus group, the authors developed a four-phase model of IOM. The phases this conceptual model proposes for IOM are awakening, transcendence, organizational bond and maturity. Practical implications These four phases should help mentors to guide mentees in the completion of an effective IOM process. This model is a re-conceptualization from the traditional mentoring phases, as the nature of the mentoring process is different. However, getting to understand the phases of IOM will enlighten the understanding of this phenomenon that is a growing option for managers in their career development as IOM helps managers to acquire skills and competencies. Originality/value This work contributes to the comprehension of this new form of alternative mentoring, clarifying for mentees and mentors, what process they are going to follow. Additionally, it provides clear criteria for inter-organizational program coordinators on how to organize these kinds of programs. In the opinion of the authors, this paper is original because it provides an in-depth understanding of IOM, which is an HRD technique that has barely been studied to date.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-22T09:59:00Z
      DOI: 10.1108/DLO-05-2018-0060
       
  • How VUCA is changing the learning landscape – and how curiosity can
           help
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to describe four ways learning professionals can harness curiosity to navigate learning environments marked by volatility, uncertainty, complexity, and ambiguity (VUCA). Design/methodology/approach A review of theory and research on curiosity, VUCA, and learning and development challenges was conducted. Findings When applied to talent development, the attributes of curiosity (inquisitiveness, openness, creativity, and disruption tolerance) can help learning professionals innovate their offerings. Practical implications Organizational development and learning professionals are encouraged to implement measures for harnessing the power of curiosity within their processes to optimize their organizations’ learning programs. Originality/value VUCA has placed significant pressures on learning professionals to continually evolve employee development offerings to keep pace with dynamic organizational skill needs. Curiosity is presented as a plausible mechanism for enabling learning professionals to more successfully navigate these pressures.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-20T10:19:41Z
      DOI: 10.1108/DLO-09-2018-0119
       
  • Stemming the tide of work-related stress: it’s not rocket science,
           it’s neuroscience
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose This paper aims to illuminate how the findings from neuroscience, translate into simple, elegant, and easily applied tools which offer highly effective strategies to help stem the rising tide of stress in global work-forces. Design/methodology/approach Focusing on how current working practices inadvertently activate the brains primal survival mechanism, this paper details the brain’s main organizing principle and the negative effect this has on performance and productivity. Findings Exemplifying why, how, and when this automated stress response is triggered, the paper suggests practical, real-world solutions to overcome the primal fight, flight, and freeze mechanism. As this mechanism is responsible for the majority of work-related stress, it discusses the brains capacity to re-wire and change behavioral responses to stress at an individual and organizational level Originality/value This study seeks to introduce the concept of aligning work place practices with biological processes. Hoping to open a debate around shifting cultural perceptions of what constitutes the real well-being of work forces, it offers a unique and fresh perspective into the machinery of the mind.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-16T02:24:49Z
      DOI: 10.1108/DLO-09-2018-0123
       
  • How organizations learn: models uncovering the black box
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose As contemporary organizations’ focus shifts from knowledge orientation to learning orientation, this paper aims to articulate the need for models that describe the learning process in organizations. Simply assuming that organizations learn without any support of tangible framework or models highlights this need. The paper presents limitations of two prevalent themes of organizational learning, i.e. learning by adapting to environmental disturbances and learning from organizational members. Design/methodology/approach Based on the literature review on organizational learning, studies that depict the mechanism of organizational learning were selected. These were grouped into two categories: one that focuses on how organizations learn from its environment and other on how organization learn from its members. Findings This paper suggests the need for developing models and frameworks that eloquently describe the learning process in organizations. The literature focuses on organizational learning from individuals and adapting to the environment. Organizations tend to attribute the cause of failure to environmental shocks. Then, instead of the environment being a source of learning, it becomes a cause of failure. If individuals are agents of organization through which the latter learns, how this tacit knowledge becomes institutionalized in organizational memory is unknown. Originality/value This paper is a retrospective view on organizational learning. It attempts to question the black box of organizational learning, i.e. how the learning of individuals is transferred to organizational memory, or simply put, how the organizational learning mechanism works. There is a dearth of studies that address this question, and it has been simply assumed that somehow organizations do learn, but how'
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-11-02T03:20:30Z
      DOI: 10.1108/DLO-01-2018-0008
       
  • Two aspects of knowledge transfer: what every manager should know about
           using analogy and narrative
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose Organizational scholars continue to study “knowledge” as an important organizational resource, and there is a good understanding that knowledge transfer can boost organizational performance significantly. The power of individuals in the knowledge transfer is well established, as they can transfer tacit as well as explicit knowledge. However, recent studies have shown that organizations fail to transfer knowledge adequately. The purpose of this paper is to look at alternative modes of knowledge transfer that are still underexplored in organizations. The author focuses on two modes of knowledge transfer from an individual perspective – analogy and narratives, though often neglected, but can be most powerful for managers in organizations. Design/methodology/approach This viewpoint is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and, finally, adds his own impartial comments and places the articles in context. Findings The significant progress that we have made in understanding the various nuances of knowledge transfer now translates to need for focus on areas that still have scope for further inquiry. Based on current literature review, it was found that the two modes of knowledge transfer – analogy and narratives – require greater attention by managers during communicating tacit knowledge, conflict resolution, problem-solving, and organizational change. Research limitations/implications Storytelling and analogy allow researchers to translate charts, facts and figures into an engaging narrative that enhances its reach beyond the specialists. Practical implications Narratives can be used for indirectly stating uncomfortable truths and rules of the game in a society, and thereby avoid possible conflicts. 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: 2018-10-30T08:49:37Z
      DOI: 10.1108/DLO-04-2018-0046
       
  • Employee engagement for millennials: considering technology as an enabler
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The paper aims to highlight the challenges of engaging millennial workforce and proposing strategies to address this challenge. Design/methodology/approach It is a viewpoint paper that reflects the opinions of human resource (HR) practitioners across industries in India. The views were gathered through telephone and face-to-face interaction with the practitioners. Findings Harnessing technology appropriately can help managers gain overall engagement of millennial workforce in the organization. Practical implications HR practitioners can manage their millennial workforce better if they understand their characteristics and expectations. Originality/value The originality of this paper is that it identifies technology as a hindrance as well as an advantage to engage millennials. It suggests how technology can be harnessed to keep millennials engaged in the workplace.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-10-30T08:46:22Z
      DOI: 10.1108/DLO-05-2018-0057
       
  • Managers and organizational memory
    • 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 The study produced five thematic summaries – managers could prevent accidental knowledge depreciation through targeted interventions. Managers can prevent accidental knowledge loss with “purposeful interventions,” such as developing employee networks and implementing technological solutions. Managers can preserve organizational memory through control, management and maintenance of its usage and structure. Managers could help the process of intentional forgetting by developing a supportive environment. Managers could have a damaging effect on organizations if they prevented organizational change. The conclusions could be of great practical use for managers. They provide useful guidelines and strategies on how to reduce the disruptive effects of accidental forgetting and also how to plan intentional forgetting, a process known as “managed unlearning”. 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: 2018-10-30T08:41:42Z
      DOI: 10.1108/DLO-06-2018-0072
       
  • Improving business resilience through organizational embeddedness in CSR
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to introduce the concept of embeddedness, highlight its connection with corporate social responsibility (CSR) strategies, and argue for its importance in securing and strengthening organizational resiliency. Design/methodology/approach Embeddedness and CSR are both well-researched topics but have been typically addressed on separate literature streams. The paper draws upon this diverse literature to introduce a conceptual framework for embeddedness in CSR. Findings The paper illustrates the importance of embeddedness and how it can enhance existing CSR strategies. A strongly embedded organization becomes deeply rooted on its socio-economic and natural environments, thus setting a symbiotic relationship that extends beyond any narrowly defined business purposes. Strong embeddedness has the potential to increase and further expand any CSR-related benefits while shielding the firm from economic downturns and thus increasing its resilience. Originality/value The paper builds upon CSR literature by incorporating the concept of embeddedness and then proposing how such an approach can strengthen an organization and increase its resilience.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-10-16T10:55:29Z
      DOI: 10.1108/DLO-06-2018-0071
       
  • Making organizational change happen – Does what we now know from
           neuroscience have any impact'
    • Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to highlight how developments in neuroscience can positively impact the likelihood of successfully implementing change in organizations. Design/methodology/approach Based on the author’s experience of working with organizations over the past 10 years. Findings Change must be regarded as a cognitive process rather than a program, project, or training event. Originality/value Based on developments in the field of neuroscience, the author provides a recipe for those involved in bringing about organizational change.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-10-10T07:36:34Z
      DOI: 10.1108/DLO-06-2018-0068
       
  • 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
       
  • The glue that holds an organization together: building organizational
           vision with top management teams
    • First page: 1
      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
       
  • Self-facilitation framework for developing soft skills – FSIAR
    • First page: 5
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to evaluate various ways in which soft skills can be developed. It proposes a self-facilitation framework to develop and enhance soft skills. Design/methodology/approach A survey questionnaire was developed based on a pilot study with reference to key components of an individual’s life which can be instrumental in developing soft skills. Study was conducted on participants of Management Development Program (MDP) in a business school in India between June 2017 and March 2018. Participants who had attended a session on soft skills were selected for the study. In all, 180 participants from 12 programs filled the responses based on a five-point Likert scale. Of all, 167 responses were complete and deemed fit for analysis. Factor analysis using SPSS 22 resulted in five factors, namely, family, self, industry, academia, and resources. Findings Findings indicated that irrespective of gender, age categories, type of organizations working in, and the years of work experience, majority respondents accepted that soft skills could be developed through a holistic approach with the help of a self-facilitation framework (FSIAR) comprising family, self, industry, academia, and resources. Research limitations/implications The framework can be generalized by testing the questions with a larger number of respondents. A further research could be to delve into the cultural factors while using this framework in various countries. Practical implications The study is extremely beneficial for heads of organizations, working executives, educational institutions, scholars, faculty, and trainers. Originality/value This study for the first time has proposed a self-facilitation framework – FSIAR for developing and enhancing soft skills of an individual.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-10-10T07:41:14Z
      DOI: 10.1108/DLO-04-2018-0044
       
  • 360 degree immersive videos: a way to improve organizational learning
           practices
    • First page: 8
      Abstract: Development and Learning in Organizations: An International Journal, Ahead of Print.
      Purpose The purpose of this study is to explore the potential of immersive situated learning with adoption of 360-degree videos in organizational learning improvement. Design/methodology/approach A quasi-experimental research method was used to investigate employees’ learning achievement. A criterion-referenced assessment scale was chosen to exam their learning progress on Omni-channel retailing practices and knowledge after 12 h in four weeks, from four perspectives including professional knowledge, problem-solving, independent learning, and critical reflection. Findings The result shows us the significant enhancement of employees’ learning outcomes when using virtual reality (VR), compared with traditional apprenticeship practices. Originality/value This study reinforces the opinion that situated learning approaches with 360-degree videos evoke employees to explore new learning behaviors and experience and make proactive adjustments on their own learning pace, based on the view from prior study that VR in situated learning can enrich learning experience.
      Citation: Development and Learning in Organizations: An International Journal
      PubDate: 2018-10-12T02:50:56Z
      DOI: 10.1108/DLO-02-2018-0029
       
  • Innovation and inclusive excellence transformation through equine-guided
           leadership
    • First page: 12
      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 Major themes included are creating a transformative space for healing, greater willingness to be vulnerable, overcoming fear, listening and attending to others more deeply, and being more fully present. 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: 2018-10-22T01:34:54Z
      DOI: 10.1108/DLO-05-2018-0064
       
  • The benefits of coaching the coach
    • First page: 16
      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 A study of the training programs offered to managers who coach employees has revealed how organizations could offer them far more support to develop their skills. The findings of the research indicated that although 58.7 per cent of the managers interviewed had received some support from their organizations, it was often short-lived, and less than a quarter (22.9 per cent) felt they did not need any further support. There was strong demand for longer, more in-depth training that took place on an ongoing basis. Some managers (about 5 per cent) even suggested they wanted formal qualifications in how to coach the staff. 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: 2018-10-10T07:38:34Z
      DOI: 10.1108/DLO-06-2018-0073
       
 
 
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