Organisational learning and learning organisations have become topics of great interest to HRM in the 1990s, but the conceptual basis for understanding corporate learning is fragmented and the empirical basis of many influential models limited. In particular, the roles of leadership and...

Can the worst time for an organisation provide the best circumstances for management learning? One UK local authority began a management development programme 18 months before a wholescale reorganisation. This was not regarded as a rational thing to do. Explores the messiness and the politics...

Describes the difference in attitudes between managers and shopfloor workers concerning the influences of productivity increases on outcomes from both groups. The study shows that the managerial group has more positive views of the influence of productivity increases on outcomes for shopfloor...

Reviews the entrepreneurship and small business literature in search of a basis for gender‐specific explanations of business development. Contends that small business development needs to be interpreted without resort to frameworks that exclude one gender or the other, and identifies a need...

Analyses the business context of management development in the late 1990s, and presents some surprising survey results on the effectiveness of development methods ‐ results which challenge many of our past assumptions. Describes two central “principles” of effective management development...

In order to determine the usefulness of multi‐source rating in different types of organizations, this study explored differences among organization types in four areas: leniency, interrater agreement, relationships between these ratings and effectiveness, and the relationship between agreement...