Addresses the issue of managerial learning disabilities in relation to a takeover situation. The analysis derives from involvement at the “sharp end” and being affected by bad management thinking. It shows that unless a wider and deeper perspective is taken by management in making decisions...

Investigates the use of a culture instrument in driving organizational learning and seeks to extend our ability to move towards learning organizations. The work was carried out in a plant of a company in the aerospace industry in 1989 with professional, technical and administrative employees....

Aims to expose the limitations of traditional management training and development in a rapidly changing global business environment. Three blue‐chip companies decided to develop a new approach to middle management development which sought to create more meaningful managerial and organizational...

This paper suggests that in the context of complex organizations, operating in complex environments, new ways need to be designed to develop effective management and organizational learning. Based on work conducted with middle managers in three large global corporations, the paper argues that...