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Strategic management: an evaluation of the use of three learning methods

Jennings, David - In: Journal of Management Development 21 (2002) 9, pp. 655-665

, simulation and action learning, in the form of a consultancy project. A survey of course members’ perceptions of learning …

Persistent link: https://www.econbiz.de/10014882237

How alternative marketing strategies impact the performance of Spanish museums

Camarero Izquierdo, Carmen; José Garrido Samaniego, María - In: Journal of Management Development 26 (2007) 9, pp. 809-831

Purpose – The current work seeks to analyze the different effects of three alternative strategic marketing orientations – market orientation, sales orientation, and product orientation – on non‐profit organizations' effectiveness, specifically their economic and social effectiveness....

Persistent link: https://www.econbiz.de/10014882530

Improving unsustainable livelihood through marketing interventions : A case on rickshaw pullers

Banerjee, Subhojit; Sharma, Anuj - In: Journal of Management Development 33 (2014) 2, pp. 107-118

training them to retail branded FMCG products based on a “bulk buying retail selling” model. The paper is based on the findings …

Persistent link: https://www.econbiz.de/10014884331

Factors influencing adult learning in technology based firms

MacDonald, Colla J.; Gabriel, Martha A.; Bradley Cousins, J. - In: Journal of Management Development 19 (2000) 3, pp. 220-240

The purpose of this study was to examine the impact of applying adult education principles to training in advanced …‐technology companies. First, we wanted to identify strengths and weaknesses of the training program’s content and delivery using a … various aspects of the program in order to maximize the impact of training on technology‐based firms. Finally, we wanted to …

Persistent link: https://www.econbiz.de/10014882135

International manager development – Cross‐cultural training in highly diverse environments

Harris, Hilary; Kumra, Savita - In: Journal of Management Development 19 (2000) 7, pp. 602-614

Examines the issues involved in providing relevant cross‐cultural training to MBA students, the epitome of the “new …

Persistent link: https://www.econbiz.de/10014882150

Meeting sabotage: met and conquered

Myrsiades, Linda - In: Journal of Management Development 19 (2000) 10, pp. 870-885

executives participated in a meeting analysis survey, attended training sessions, and evaluated meeting simulations. Based, in …

Persistent link: https://www.econbiz.de/10014882160

An empirical analysis of priority sectors for managers’ training

Cornuel, Eric; Kletz, Pierre - In: Journal of Management Development 20 (2001) 5, pp. 402-413

Whereas the foreign direct investment role in privatised enterprises is a new phenomenon, our purpose here is to discuss the changing strategies of foreign manufacturing firms in view of the new conditions that they are facing and the consequences on labour market and economic sectors. With...

Persistent link: https://www.econbiz.de/10014882184

Comparative management practices and training : China and Europe

Liu, Jonathan; Mackinnon, Alex - In: Journal of Management Development 21 (2002) 2, pp. 118-132

and East. The article further advocates a model for establishing the training needs of western and Chinese managers in …

Persistent link: https://www.econbiz.de/10014882204

One size fits all in expatriate pre‐departure training? : Comparing the host country voices of Mexican, Indonesian and US workers

Vance, Charles M.; Paik, Yongsun - In: Journal of Management Development 21 (2002) 7, pp. 557-571

Traditional expatriate predeparture training has been general in nature, neglecting the input of the respective host … research and practice to incorporate the voice of the HCW to develop more valid and effective predeparture training for …

Persistent link: https://www.econbiz.de/10014882230

Growing the top management team : Supporting mental growth as a vehicle for promoting organizational learning

Laske, Otto E.; Maynes, Barbara - In: Journal of Management Development 21 (2002) 9, pp. 702-727

We outline a developmental view of OD, showing on empirical grounds that Argyris’ “theory in use” notion points to different levels of mental growth as underpinnings of “the program in brain/mind” that determines personal theories of organizational action. Employing the developmental...

Persistent link: https://www.econbiz.de/10014882240