Localized learning: Understanding differing learning needs across an organization

Abstract

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

One of the more light-hearted interpretations of how to define organizational culture is to simply say. “It’s the way we do things around here”. This is illuminating and frustrating in equal measure, as while it does contain a kernel of truth - understanding how and why people take the positions and actions they do is central to the question of culture – it is also rather glib and is simply true of everywhere you might ask that question. It also points to a certain wariness and even defiance on behalf of the people answering the question in such a way, as if to challenge the newcomer into accepting how their world operates, and that it is never going to change.

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.

Citation

(2019), "Localized learning: Understanding differing learning needs across an organization", Development and Learning in Organizations, Vol. 33 No. 6, pp. 38-40. https://doi.org/10.1108/DLO-07-2019-0159