Redesigning the Corporate Learning to Beat the Pandemic

2021 ◽  
Author(s):  
Nilanjana Bhaduri
Keyword(s):  
Corporate Learning

How does corporate learning orientation enhance industrial brand equity? The roles of firm capabilities and size

2019 ◽  
Vol 35 (2) ◽  
pp. 231-243 ◽  
Author(s):  
Yi Xie ◽  
Xiaoying Zheng
Keyword(s):  
Brand Equity ◽  
Firm Size ◽  
Small Firms ◽  
Learning Orientation ◽  
Innovation Capability ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Content Type ◽  
Corporate Learning ◽  
The Impact

Purpose This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated. Design/methodology/approach The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China. Findings Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms. Research limitations/implications Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation. Practical implications To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms. Originality/value While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.

Building a Global Learning Organization

1995 ◽  
Vol 9 (4) ◽  
pp. 217-226 ◽  
Author(s):  
Michael J. Marquardt
Keyword(s):  
Learning Organization ◽  
Learning Strategy ◽  
Environmental Scanning ◽  
Learning Technology ◽  
Global Learning ◽  
Learning Group ◽  
Corporate Learning ◽  
Critical Issues ◽  
Quality Learning ◽  
A Company

Two of the most critical issues facing business today are globalization and learning. Becoming a global learning organization is now essential for success in the marketplace. Based on research and experience with 50 organizations identified as learning organizations, the author noted 19 attributes or dimensions which were common to most of these organizations, namely: individual learning; group learning; streamlined structure; corporate learning culture; empowerment; environmental scanning; knowledge creation and transfer; learning technology; quality; learning strategy; supportive atmosphere; teamwork and networking; vision; acculturization; borders; globalization; language; leadership; and workforce diversity. Professor Marquardt concludes with 14 steps or actions which a company might consider in building itself into a global learning organization.

scholarly journals Sustainable Oil and Profitable Wind

2017 ◽  
Vol 38 (2) ◽  
pp. 79-96 ◽  
Author(s):  
Jochen Hoffmann ◽  
Maria E. Kristensen
Keyword(s):  
Process Model ◽  
Oil Industry ◽  
Public Perceptions ◽  
Public Communication ◽  
The Public ◽  
Corporate Learning ◽  
Constitutive Process ◽  
Downward Spiral ◽  
Social And Environmental Responsibilities ◽  
A Company

Abstract Companies are confronted with differing public perceptions, which influence the way in which they present their social and environmental responsibilities. Our qualitative study compares the online responsibility communication of two companies from the energy sector: Shell, representing the controversial but profitable oil industry; and Vestas, representing the sustainable wind industry, the financial competitiveness of which is sometimes called into question. The website analysis reveals that both companies engage in inverted positioning. They invert perceived weaknesses into strengths: Shell highlights its social and environmental responsibilities, whereas Vestas, instead of capitalising on its potential as a CSR brand, highlights its economic responsibility. Theoretically, we integrate inverted positioning into a constitutive process model of responsibility communication. Inverted positioning might lead either to a reputational downward spiral, making a company less credible in the longer term, or the public communication of contested responsibilities functions as a self-imposed ambition that can, over time, induce substantial corporate learning processes.

scholarly journals Corporate Learning In A Virtual World

2009 ◽  
Vol 6 (2) ◽  
pp. 6-11
Author(s):  
Anne Cole ◽  
◽  
Zane L. Berge ◽  
Keyword(s):  
Virtual World ◽  
Corporate Learning

New Life for Corporate Training

2010 ◽  
pp. 433-452
Author(s):  
David R. Dannenberg
Keyword(s):  
Second Life ◽  
Corporate Training ◽  
Communication Channels ◽  
Training And Development ◽  
Academic Community ◽  
Development Programs ◽  
Corporate Learning ◽  
Ideal Medium ◽  
Learning Programs ◽  
Rich Content

While the educational use of Second Life by the academic community is well established, the number of corporate training and development programs utilizing Second Life has yet to be fully determined. However, while the corporate training use of Second Life may not be as prolific as the academic use, it is occurring. To support this argument the author combines the use of ethnographic evaluation with a review of the existing literature surrounding the corporate use of Second Life. Presented within are what the author found to be the main advantages and hesitations that surround the corporate use of Second Life. The affordances of Second Life, the communication channels, the immersive self-directed building opportunities, and rich, content driven environments, are a unique mix that makes Second Life an ideal medium for developing corporate learning programs.

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