Uses the story of Albert the tortoise to explain the principles of teamwork within an organization. Shows the benefits of this to the organization as a whole, and to Albert the tortoise, the embodiment of the steady worker.

Examines the effects of a two‐year formal mentoring programme in a medium‐sized manufacturing company on the work motivation, organizational commitment and job performance of mentees. Single measures were obtained, for each mentor‐mentee pair, at the completion of the programme, from the...

Suggests that a number of assumptions in the past have been made about how business process improvement, re‐engineering and organizational learning should take place in organizations. Points out that, although a number of these assumptions have been framed on theoretical models, few have been...

Discusses a “crisis in leadership” and sets out to address the reasons for the lack of leaders, caused largely by a lack of systematic leadership development. Proposes that a derivation of action learning, entitled “leadership action‐driven learning”, or LADL, can be used to address...

Examines popular theories of learning in organizations to highlight their limitations for reform and change. Divides learning approaches into four general strategies ‐ organizational learning, learning organization, learning environment, and “learning space”. Examines how issues of power,...

Looks at the concepts of “empowerment” and “learning”, and examines the difficulties in making “empowered learning” a reality. Drawing on a series of case studies in the Australian manufacturing industry, shows that empowerment and learning present challenges for both managers and...

Organizations are immersed in their myths and stories which they proclaim through their annual reports, budgets and other formal and informal communications and enact through their “biography”. These stories are seen as “stories within a story”. Organizational stories are governed by a...

Describes the development of a course on learning organizations for Auckland Business School. Gives a number of different uses of the phrase “learning organization” and outlines three types of learning: individual; collective; and deutero. Presents a summary of the literature on...

Argues that because service organizations are faced with greater uncertainty and ambiguity than manufacturing organizations they require a focus on learning in order to control the vagaries of the marketplace, on the one hand, and the uncertainty of the service encounter, on the other. Posits...