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 explore the perceptions and experiences of senior hotel industry practitioners in relation to business imperatives, career development and organizational learning. Design/methodology/approach – The paper uses an interview discussion format to explore...

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....

Explores the changing nature of managerial and organizational work in relation to the opportunities that this affords for learning from change. Examines some of the “drivers” and the sources of “resistance” to change, together with a series of practical steps that might be used to foster...

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...