Purpose – This paper argues that failing to grasp thoroughly the influence of power on the strategy‐making process can severely inhibit the potential of strategy making as a vehicle of organizational learning. Design/methodology/approach – First the organizational learning perspective on...

Purpose – Introduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current...

Purpose – In this paper it is held that a transformational learning organisation could be clearly distinguished from non‐learning organisations. This paper seeks to establish whether or not this is actually the case. Design/methodology/approach – Case studies were developed for two...

Purpose – The correlation between organizational unit managers’ leadership styles and the level of organizational learning in their units was tested. Design/methodology/approach – A positive correlation was hypothesized between transformational leadership and organizational learning as...

Purpose – Establishes a connection between the concepts of “learning organisation” and “human resources development”. Design/methodology/approach – A brief and broad overview of the current state of human research development research. Findings – One conclusion to be reached is...