The more you know

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This paper identified that the metaverse has a significant impact on organizational learning. This can also improve the intellectual capital of the business. Research limitations/implications This paper identified the metaverse as a viable opportunity for businesses to use when considering how to improve their organizational learning. Practical implications This paper provides options for organizations that are interested in developing more value through the digital environment. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The results indicate that the logic of giving has three stages: freeing up gifts, mobilizing gifts and rethinking gifts. The results also indicate that employees need to be central to the innovation from the beginnings of such projects. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. Comment The review is based on “Human resource management and innovation in SMEs” by Ludivine Adla, Virginia Gallego-Roquelaure and Ludivine Calamel, published in Development and Learning in Organizations: An International Journal.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Soft-skills trainers and hard-skills trainers differed in the variety of instructional methods and in their emphasis on interpersonal relations and interactions, group management and communication. Those trainers with train-the-trainer certificates did not differ significantly from those who did not have them. Trainers with a university degree in educational science/psychology were more likely to teach soft skills than hard skills but did not agree more with the relevance of instructional skills and knowledge than those without such a degree. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. Comment The review is based on “Perceived instructional requirements of hard skills trainers and soft skills” by S. Wisshack and S. Hochholdinger, published in Development and Learning in Organizations: An International Journal.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings All of the independent variables contribute to high decision speed. Individual competencies seem to be the most important predictor of performance. Prior crisis management training appears to be associated with higher expectations regarding clarity of tasks and roles. It is possible that competent individuals are effective both independently and when influenced by transformational leaders. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. Comment The review is based on “Outpacing the pandemic? Decision speed of COVID-19 task forces” by Reto M. Wegmann and Laura Schärrer, published in Development and Learning in Organizations: An International Journal.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The hypotheses were supported by the evidence in that 1. Cognitive ability had a direct positive relationship both with HR competencies and density of work experience 2. Openness to experience had a direct positive relationship both with HR competencies and density of work experience 3. Conscientiousness had a direct positive relationship with their density of work experience 4. There is a direct positive relationship between density of work experience and HR competencies. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. Comment The review is based on “Predicting human resource competencies” by P. B. Sankrith, published in Development and Learning in Organizations: An International Journal.

PurposeThe purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsHuman resource development (HRD) is a critical factor in the efficiency and competitiveness of both large and small organizations, but small companies traditionally do not, or cannot, devote sufficient resources to this area of management. Essi Saru, in an article entitled “Organizational learning and HRD: how appropriate are they for small firms?” examines this predicament through literature review and a case study, and poses possible solutions.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Little knowledge is supposedly a dangerous thing, at least, according to one old adage. That being the case, substantial emphasis on learning must prevail for any firm to become, and then remain, competitive. Success depends on delivering superior performance, innovation and customer value. Frequent acquisition and execution of new knowledge helps makes these objectives more attainable. In an organizational context, learning is essentially a social process. Communication and idea sharing is thus vital. Without it, any positive impact on how employees think and act will be negligible at best. Various factors are known to influence learning. Leadership is arguably the main catalyst. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Multinational corporations (MNCs) can enhance global diversity, equity and inclusion practices through a focus on organizational learning. The process delivers more positive outcomes when learning is continuous and multidirectional within and between each organization, its subsidiaries and external bodies such as NGOs, government entities and community groups. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The article explores the pivotal role of leadership in creating a culture of constant learning within organizations. The study found a significant increase in research outputs on leadership and organizational learning since 2000, with key themes including innovation, knowledge sharing, and technology-enabled learning. It proposed four principles for cultivating a learning culture: fostering a growth mindset, promoting knowledge sharing and collaboration, encouraging learning agility, and leveraging technology to support learning initiatives. Pertinent managerial insights include recommendations to nurture a growth mindset in employees and their leaders, and to encourage collaboration and knowledge sharing with leaders’ guidance. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis research paper examined how organizational learning affects the relationship between HRM practices and organizational performance in France’s Big Four financial services companies. Among the results were confirmation that HRM practices positively influence both organizational learning and performance, while organizational learning also enhances performance. The study also found that organizational learning partially impacts the relationship between HRM practices and organizational performance. To model this success, managers are advised to select employees for learning capacity and implement performance-based compensation systems that reward knowledge development and application.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizations that take a focused approach can increase their sustainability. Sustainable development goals become more achievable when the firm promotes a green learning orientation (GLO) among employees and substantiates this mindset by engaging in green organizational learning (GLO) initiatives. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe results show that knowledge sharing capability is positively related to innovation, and organizational learning capability fully mediates the effects of knowledge sharing on innovation. Moreover, COLL is found to significantly and positively moderate the effects of knowledge sharing on both organizational learning and innovation. The results indicate that organizational learning serves as the mechanism that transforms knowledge into innovation, but this effect is contingent on COLL of information technology service providers (ITSPs).Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

List of Tables, Figures and Illustrations Foreword Preface Acknowledgments Part I: What Is Organizational Learning? Chapter 1: New Ways of Thinking: New Ways of Learning Moving from an Industrial to a Knowledge Society Theory and Practice A Working Definition of Organizational Learning Case Study Looking Ahead Reflective Journal Chapter 2: Organizational Learning: Original Sources and Perspectives Why Start With Theory? How Will Understanding Theory Help an Organization Learn? Origins of Perspectives on Organizational Learning Example of Single-Loop Learning Example of Double-Loop Learning Example of a Discovering Organization Comparison of Organizational Adaptation and Organizational Learning Example of Superstitious Learning An Application of Organizational Learning Concepts Example of Organizational Learning by Math Teachers Reflective Journal Chapter 3: Core Assumptions of Organizational Learning Perspectives Core Assumptions Example of Multilevel Learning Example of Building Shared Understandings Example of Embedding Knowledge A Framework for Understanding and Practicing Organizational Learning An Example of the Unbelievable Act-Then-Think Example of How Language Frames Issues Reflective Journal Part II: Why Is Organizational Learning Important For Schools and School Systems? Chapter 4: Ensuring a Cycle of Continuous Learning From Individual to Organizational Learning From Insights to Institutionalized Learning The Apple Story: Illustrating Four Learning Processes Example of Learning Processes in a Middle School Feed Forward and Feedback Example of Learning Processes: Change in Routines A Cyclical Process of Learning Example of Error Detection as a Source of Learning Reflective Journal Chapter 5: Organizational Learning as Renewal Renewal for Sustainability Deutero Learning Example of an Organizational Defensive Routine Defensive Routines in School Contexts Defensive Routines in Context From Theory to Practice Reflective Journal Part III: How Do Schools and School Systems Foster Organizational Learning? Chapter 6: Prioritizing Learning for All Members: The Primary Condition Why is Prioritizing Learning Important? Learning Case Study Learning: A Way of Thinking Changing Thinking, Changing Vocabulary Learning: The Primary Condition Example of Openness to Error Detection Essential Questions Getting Started Activities/Ideas Further Reading Reflective Journal Chapter 7: Fostering Inquiry and Its Collateral Learning Why is Inquiry Important for Organizational Learning? Inquiry: A Specific Kind of Learning Inquiry Case Study Inquiry: A Way of Thinking Inquiry and Attitudes Inquiry and Attitudes: A Reciprocal Process Direct Inquiry Example of Collective Inquiry and Openness to New Ideas Example of Inquiry as Continuous Improvement Indirect Inquiry Essential Questions Getting Started Activities and Ideas Further Reading Reflective Journal Chapter 8: Facilitating the Dissemination of Learning Why is Dissemination Important for Organizational Learning? Dissemination Case Study Dissemination: A Way of Thinking Dissemination: Sharing Learning Examples of Dissemination as Dialogue Example of a Mismatch Affecting Dissemination Essential Questions Getting Started Activities and Ideas Further Reading Reflective Journal Chapter 9: Practicing Democratic Principles Why are Democratic Principles Important for Organizational Learning? Democratic Principles Case Study Democratic Principles: A Way of Thinking Democratic Principles: A Way of Living Open Systems and Democratic Principles A Contradiction: Democratic Life and the Bureaucratic Model Example of a Minority as a Catalyst for Good Roles and Responsibilities in Democratic Organizations Example of Dependency and Low Responsibility Summary: Leader as Model Example of Linkages Between Learning and Professional Control Democratic Principles and Organizational Learning Long-Term Threats to Democratic Principles in Organizations Summary of Threats to Democratic Principles Essential Questions Getting Started Activities and Ideas Further Reading Reflective Journal Chapter 10: Attending to Human Relationships Why are Human Relationships Important? Human Relationships Case Study Human Relationships: A Way of Thinking Human Relationships: A Social Infrastructure Schools With Strong Relational Trust Potential Outcomes of Independence and Interdependence Example of Conflict as Learning Essential Questions Getting Started Activities and Ideas Further Reading Reflective Journal Chapter 11: Providing for Members? Self-Fulfillment Why is Providing for Members? Self-Fulfillment Important? Members' Self-Fulfillment Case Study Providing for Members? Self-Fulfillment: A Way of Thinking Historical Communities of Learners Nurturing Members? Quest for Meaningful Values and Goals Values and Practices of High-Performing Teachers/Leaders Ways to Solicit Knowledge From All Members Example of Goverment Influence on Innovation Nurturing Members? Commitment and Connections Providing Opportunities to Communicate and Connect Nurturing Members? Aspirations for Growth Hiring to Enhance Renewal Essential Questions Getting Started Activities and Ideas Further Reading Reflective Journal Part IV: Looking Back, Looking Ahead Chapter 12: Organizational Learning: A Balancing Act Creating a Culture That Rewards Learning The Role of Feedback and Feed Forward for Learning Example of Influences Affecting Accuracy of Interpretations Ways to Encourage Argument and Feedback Organizational Memory: A Double-Edged Sword Organizational Learning: Improving Learning, Teaching, and Leading Organization Development: Building Schools' Capacity to Develop and Extend Organizational Learning Chapter 13: How Research Can Help Schools and Systems Move Forward Examining Assumptions Questions for Researchers and Practitioners Wanting to Learn Attending to All Members? Growth Pinehurst Revisited: Practitioners Modeling Research for and With Students Glossary References Index About the Authors

This article explores the difference between learning in an organization and organizational learning. I construct a conceptual framework for understanding organizational learning at an organizational level of analysis. This framework is based on the proposition that organizational learning is visible in the organizational dynamics created from the interaction between politics (power relations) and emotion within an organization. Using a combination of psychodynamic theory and reflections on the politics of organizing I develop the idea that organizations are learning when the 'establishment' that is being created through the very process of organizing can be identified and critically reflected upon. I use a case example of a change initiative within Hyder PLC, a multinational company, to identify organizational dynamics that limit organizational learning. In the final part of the article, I discuss the conclusions that emerged from the case example and the implications of these conclusions for the theory and practice of organizational learning.