Investigates cross‐cultural differences between European management learners in a French grande école using empirical research with five national groups. Tests a proposition that cross‐cultural differences exist within each of Kolb′s learning cycle stages, rather than between them. Finds...

Challenges the testing industry to change its methods and approaches aggressively to meet industry′s needs as we move towards the twenty‐first century. While the training and development field has addressed the critical issues of empowerment, quality, teamwork, etc., the testing industry...

Bases its findings on the results of a survey of 168 top level managers in French organizations. Demographic variables, behavioural characteristics and measures of business impact have been linked in order to discover whether organizational infrastructure concerns, educational achievements of...

Describes an empirical research study focusing on the use of a particular computer package to teach project management to UK‐based business students. This particular computer package is widely used in the business world but its accessibility and ease of understanding for business students has...

Much of the research into quality circles has been directed towards the organizational context in which they operate. This has tended to emphasize the need for commitment from senior management rather than the operation of quality circles themselves; an emphasis further enhanced by the location...

Presents evidence in support of other findings to show that older employees are, on average, as effective as younger employees, but prejudice against older applicants and staff is common. It is sometimes suggested that age and performance are found to be unrelated because of selective staff...

Reports on a study of the evaluation strategies of trainers in London local government made in 1989‐91. The study was unusual in focusing on trainers as policy implementers in a context of organizational learning and bureaucratic behaviour. Trainers′ evaluation practice, their views on...

Argues that there is a dark side to organizations which is difficult to observe, yet it gives rise to the most spectacular, destructive, least manageable, unconventional forms of behaviour. Despite its common occurrence, workplace sabotage has hitherto remained relatively unknown and little...

Reports on a study conducted to examine the factor structure of the occupational personality questionnaire (OPQ) on two independent samples of 1,000 participants (2,000 for the study in total) drawn from the general population of Great Britain. The results suggest that there may be too many...

Suggests that adopting fashionable activity‐centred programmes such as TQM or re‐engineering, to parts of the entire organization without a general strategy tying them to long‐term corporate goals, seldom leads to desirable results. Indicates how an organization can build a climate which...