Argues that learning and strategy should be indistinguishable and that the organization should seek to drive its own internal structures for learning with the same vigour and urgency as its business strategy. Considers the practicalities of crafting and implementing a learning design related to...

Outlines how management development was delivered for Beefeater managers in Whitbread Restaurants’ accredited corporate business school. Explains the business context, the aims of the learning designs and some of the issues that arose from the viewpoints of both learner and delivery team....

Contends that high performance in terms of managerial learning, attainment and return on investment in learning can be readily achieved using the process of action learning. Profiles the contemporary origins of action learning and its application to business challenges and argues that it is the...

The growing focus on learning as being key to organisational success has raised the level of debate amongst practitioners and academics alike as to just what learning is. Consideration of spiritual ideologies offers the opportunity to reflect upon such areas as: complexity and connectivity, the...

Research evidence suggests that SMEs are significantly less likely than larger employers to provide or fund formal training leading to qualifications for employees. The training (or more accurately learning) that does take place in most SMEs tends to be informal, on‐the‐job and related to...

Under Josip Tito’s leadership, Yugoslavia broke away from Stalinistic central planning in 1948 and developed an economy‐wide system of worker self‐management. Its ideological focus was on leadership development and continuous learning among all employees, replacing owners and state...

Working in the UK, Sadler‐Smith, Down and Lean, in their article “‘Modern’ learning methods: rhetoric and reality”, Personnel Review, Vol. 29 No. 4, 2000, pp. 474‐90, have shown that distance learning methods are neither favoured nor perceived as effective by enterprises pursuing...

The paper reports the outcomes of one module of a collaborative learning project aimed at the development of leadership capacity in district health management teams in the East Cape province of South Africa. A work‐based learning methodology was selected for the module with the intention of...