...Stefania Mariano; Andrea Casey; Fernando Olivera Purpose This paper aims to evaluate how managers influence accidental and intentional organizational forgetting, i.e. knowledge depreciation, knowledge loss and unlearning. Design/methodology/approach The literature was reviewed based...

.../implications The research methodology and analysis is innovative and unique in this context. The author recognises the need for further research. Practical implications There is benefit for managers in promoting organisational learning; however, care must be taken to recognise when this learning...

... of knowledge workers to management. This paper aims to respond by investigating the features of knowledge work that impose barriers to traditional managerial control methods and exploring the extent to which alternative approaches to influence are available to knowledge work managers, and the circumstances...

...Jon Pemberton; Sharon Mavin; Thomas N. Garavan; Ronan Carbery; Eamonn Murphy Purpose The purpose of this article is to explore strategies used by communities of practice (CoPs) managers when managing intentionally created CoPs. Design/methodology/approach Four intentionally created CoPs...

...Jyotsna Bhatnagar Purpose The purpose of this research is to measure Organizational Learning Capability (OLC) perception in the managers of public, private and multinational organizations and establish the link between OLC and firm performance. Design/methodology/approach – The data were...

... feedback and questioning in learning levels. Results highlight the management‐employee relationship and the crucial role of managers in unlocking or inhibiting individual learning. In “Scriptorg” individuals are trapped in a cycle of “not learning” or at best single loop learning; new steps are inhibited...

... as in the 1990s, if there is one thing that more than any other stands in the way of exploration and adoption of these ideas, it is management mindsets. During our first year or so at CIBC, little or no mention of learning, systems, complexity and chaos etc. was ever made to communities in general; all...

...Faith Howell Presents a case study of the International Management Centres (IMC), a private provider of management education and development programmes which are based on the principles of action learning and action research. Draws on rich data compiled from an evaluation of IMC′s action learning...

... be used to help define the performance that managers expect from their staff and then it can help in measuring individuals against that benchmark. Introduces one method of using the technique for a detailed training needs analysis. Easygoing Listens Uncaring Vulnerable...

...K.C. Chan There is incongruity between what business schools teach and what business organizations actually need. Hence, the criticism of business school graduates as “corporate burdens” incapable of functioning as competent managers. The discordant note of change is gripping the traditional...

...Alan Mumford Investigates what lies behind the cliche that “managers learn from experience”. Reviews a project undertaken with 21 directors in 15 organizations in the United Kingdom, who were interviewed over a period of three months about their experiences at work and what they had learned from...

... provides an assessment of the impact of these variables on organizational discrimination skills. © MCB UP Limited 1994 Companies Decision making Discrimination Learning organizations Managers Selection Skills Strategic management Organization learning as a model...