Gender and workplace learning

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Learning ◽  
Workplace Learning ◽  
Design Methodology ◽  
Reading Time ◽  
Social Constructions ◽  
Optimum Conditions ◽  
Content Type ◽  
The Social ◽  
Pertinent Information

Purpose Firms must create optimum conditions in order for organizational learning to occur. To attain this goal it is imperative to address the social constructions of gender that can result in conditions, which can respectively serve to increase or hinder opportunities within different workplace contexts. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms must create optimum conditions in order for organizational learning to occur. To attain this goal it is imperative to address the social constructions of gender that can result in conditions, which can respectively serve to increase or hinder opportunities within different workplace contexts. 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.

Nuts and bolts of team creativity

2014 ◽  
Vol 30 (11) ◽  
pp. 4-6
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Social Systems ◽  
Team Creativity ◽  
Content Type ◽  
The Social ◽  
Pertinent Information ◽  
Team Functioning ◽  
Practical Implications

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 great number of concepts found in literature are organized into a framework that distinguishes relevant inputs that can affect team functioning; relevant mediators for team creativity (TC) and TC outcomes. The framework is reviewed and discussed within the context of the social systems in which the team is embedded. 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.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New Learning ◽  
Pertinent Information ◽  
Practical Implications

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.

Organizations, gender and learning

2018 ◽  
Vol 32 (4) ◽  
pp. 25-27
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
The Other ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

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 need to use, create, and share knowledge to gain competitive advantage. Many organizations are traditionally based on a male culture. This means that men are seen as the “norm” and women as the “other.” Women, thus, feel excluded and their voices, opinions, and knowledge go unheard. This can be detrimental to successful organizational learning. 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.

How organizational learning increases organizational resilience

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Reading Time ◽  
Organizational Resilience ◽  
Unexpected Events ◽  
Individual Group ◽  
Content Type ◽  
Collective Levels ◽  
The Face ◽  
Pertinent Information

Purpose This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. 10; 10; 10; 10; 10; Design/methodology/approach Unexpected events invariably pose significant threats to most firms. However, a focus on organizational learning at individual, group and collective levels can make the company more resilient in the face of such adversities and turn potentially damaging situations into valuable sources of opportunity. Findings Unexpected events invariably pose significant threats to most firms. However, a focus on organizational learning at individual, group and collective levels can make the company more resilient in the face of such adversities and turn potentially damaging situations into valuable sources of opportunity. 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.

Integration of exploitative and exploratory learning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Large Scale ◽  
Reading Time ◽  
Rich Source ◽  
Exploratory Learning ◽  
Specialized Knowledge ◽  
Content Type ◽  
Pertinent Information

Purpose Extensive collaboration has become critical as increasing complexity of products and processes require firms to access specialized knowledge from diverse sources. Such knowledge provides a rich source of organizational learning that can be best captured and stored through the use of bureaucratic structures to facilitate the necessary large-scale coordination across the firm. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Extensive collaboration has become critical as increasing complexity of products and processes require firms to access specialized knowledge from diverse sources. Such knowledge provides a rich source of organizational learning that can be best captured and stored through the use of bureaucratic structures to facilitate the necessary large-scale coordination across the firm. 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.

Creating the maximum impact apprenticeship experience

2018 ◽  
Vol 32 (4) ◽  
pp. 22-24
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Collaborative Relationships ◽  
Content Type ◽  
Social Fabric ◽  
The Social ◽  
Pertinent Information ◽  
Conceptual Paper ◽  
And Training ◽  
Practical Implications

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 conceptual paper concentrates on how emotionally considerate onboarding and training serve to integrate an apprentice into the social fabric of an organization. In the context of apprenticeships, more work can be done in Korea to improve the commercial power that collaborative relationships between colleagues can inject into a workplace and its learning culture.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.

The transition from outside to in

2018 ◽  
Vol 26 (3) ◽  
pp. 23-25
Keyword(s):  
Social Skills ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
The Social ◽  
Pertinent Information ◽  
Practical Implications ◽  
Temporary Agency Workers

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 Barriers typically exist between temporary agency workers and core employees at client organizations. A focus on improving the social skills of temps can help better integrate them into the firm and boost their prospects of securing a permanent position. 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.

The social factor

2021 ◽  
Vol 37 (3) ◽  
pp. 24-25
Keyword(s):  
Case Studies ◽  
Purchase Intention ◽  
Design Methodology ◽  
Reading Time ◽  
Social Factor ◽  
Content Type ◽  
Building Trust ◽  
The Social ◽  
Pertinent Information ◽  
Practical Implications

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 S-commerce is becoming a central facet to most organizations’ ability to compete online. Building trust and surface credibility is key to improving purchase intention. 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.

Teamwork with a punctuation mark

2017 ◽  
Vol 31 (5) ◽  
pp. 29-31
Keyword(s):  
Organizational Learning ◽  
Case Studies ◽  
Virtual Teams ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Face To Face ◽  
Punctuation Mark ◽  
Pertinent Information ◽  
Practical Implications

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 study illustrates how a mix of face-to-face and virtual routines can ensure organizational learning in virtual teams. 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.

Three debates in organizational learning: what every manager should know

2015 ◽  
Vol 29 (3) ◽  
pp. 3-6 ◽  
Author(s):  
Nobin Thomas ◽  
Neharika Vohra
Keyword(s):  
Organizational Learning ◽  
Literature Review ◽  
Design Methodology ◽  
Reading Time ◽  
Extensive Literature ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Basic Understanding ◽  
Pertinent Information ◽  
Practical Implications

Purpose – The present study aims to address three major debates in organizational learning, review past literature and pinpoint practical implications for managers. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Though theoretical contributions have enriched “organizational learning” literature for over five decades, there seems to be little consensus among scholars about its definition, methodology and theoretical perspectives. Little did anyone realize that the construct itself would become so encompassing that its merit of being understood gets overshadowed by the multitude of perspectives. For managers, it requires a basic understanding of these three debates to remain open to the organizational learning efforts in their organization. Originality/value – Based on an extensive literature review, 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.

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