Purpose – This paper seeks to explore how organizations can use workplace learning to cope with and respond to change, create and sustain an active learning culture and monitor and evaluate their investment in organizational learning. Design/methodology/approach – The paper uses a series of...

Purpose – The purpose of this paper is to outline the mission of the Global University for Lifelong Learning (GULL) in supporting work and community‐based learning. Design/methodology/approach – The paper explains the principles on which GULL's action learning system are based and outlines...

Purpose – This paper aims to explain and illustrate the potential for workplace learning from small group projects and the role of action learning in fostering personal, professional and organizational outcomes. Design/methodology/approach – The paper uses a briefing session with resource...

Purpose – The purpose of this paper is to present a resort‐wide framework termed the “five pillars” that has facilitated innovative ways of managing one of the Caribbean's most successful resorts. Design/methodology/approach – The paper uses action learning as the process to enable all...

Purpose – The purpose of this paper is to outline the objectives for learning at work and the strategic imperative to ensure that the rate of individual and corporate learning keeps pace with change. Design/methodology/approach – The paper uses an interview format to reveal personal insights...

Purpose – This paper aims to outline the role of Sandals Corporate University (SCU) and the contribution of action learning to human resource development. Design/methodology/approach – The paper relates theme issue content to the mission and mandate for SCU as an own brand learning system....

Uses a literature‐based review to frame the questions for tomorrow’s learning organization (the review is contained in section 2 of Teare et al. , The Virtual University: An Action Paradigm and Process for Workplace Learning , Cassell, London, 1998, 351pp.) and some of the applications are...

Relates the state of organizational readiness to the type of infrastructure needed to support effective corporate learning. Considers next the vision for learning and the positioning needed to “sell” learning at work as an integrated activity. Here, it is argued, the key to alignment is...

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...

Relates the process of organizational change to the opportunities to align strategy and learning that this affords. Argues that an embedded system for accredited action learning is needed to ensure that both personal and organizational learning can flourish in tandem and concludes that a...