Part I of a two‐part article. States that in the New Age of management, IT managers are underskilled in the people and business aspects. Suggests areas of training for IT management which need to take place in a “learning organization” environment. Introduces the areas which are covered in...

Describes a management development programme which has evolved to give middle and upper managers a “bird′s eye view” of their own organization as a total enterprise. Completed over ten to 12 months, the course employs a variety of action learning techniques including a pre‐course...

In 1996 Hubert Saint‐Onge and Smith published an article (“The evolutionary organization: avoiding a Titanic fate”, in The Learning Organization , Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be...

Purpose – The purpose of this research is to measure Organizational Learning Capability (OLC) perception in the managers of public, private and multinational organizations and establish the link between OLC and firm performance. Design/methodology/approach – The data were collected from a...

Purpose – The purpose of this paper is to empirically examine organisational learning (OL) and individual managerial learning and provide a comparative evaluation of the ability of each to generate organisational benefits. Design/methodology/approach – A theoretical model of organisational...

Investigates what lies behind the cliche that “managers learn from experience”. Reviews a project undertaken with 21 directors in 15 organizations in the United Kingdom, who were interviewed over a period of three months about their experiences at work and what they had learned from them....

Analyses four firms to determine if they develop the ability to be selective and to determine what factors have the greatest impact on discrimination. Discrimination skills involve the ability to discriminate or to discern differences among decision situations and to choose appropriate...

Presents a case study of the International Management Centres (IMC), a private provider of management education and development programmes which are based on the principles of action learning and action research. Draws on rich data compiled from an evaluation of IMC′s action learning Diploma,...