Emerald | Development and Learning in Organizations | Table of Contents http://www.emeraldinsight.com/1477-7282.htm Table of contents from the most recently published issue of Development and Learning in Organizations Journal en-gb Tue, 27 May 2014 00:00:00 +0100 2014 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Development and Learning in Organizations | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/dlocover.gif http://www.emeraldinsight.com/1477-7282.htm 120 157 Leaving first-line managers to sink or swim will hit your bottom line http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116390&show=abstract http://www.emeraldinsight.com/10.1108/DLO-03-2014-0014 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of the paper is to look at how investing in the skills development of first-line leaders can improve overall business performance. First-line leaders are the largest and arguably the most important group of leaders in any organization; yet recent research shows that they are one of the most neglected in terms of training and development, which is impacting businesses’ bottom line. <B>Design/methodology/approach</B> – This study involves literature review and Forum Europe, Middle East and Africa’s own survey data. <B>Findings</B> – It is the companies that take the time to invest in developing the essential skills of their first-line leaders that will reap the rewards generated through their ability to create a highly motivated, engaged and results-driven team. <B>Originality/value</B> – Focusses on the skills required by first-line leaders, and the five “engagement needs” they must understand in order to motivate the workforce. Article literatinetwork@emeraldinsight.com (David Robertson) Tue, 27 May 2014 00:00:00 +0100 Crafting continuing learning and development: a positive design tool for leadership development http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116391&show=abstract http://www.emeraldinsight.com/10.1108/DLO-10-2013-0079 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to consider leaders as continuing learning and development (L&amp;D) crafters. <B>Design/methodology/approach</B> – To maximize leaders’ “self-awareness” and “learning agility”, this article addresses itself to positive, purposeful and planned self-development by means of continuing L&amp;D crafting. <B>Findings</B> – Executing leader’s structured and personalized developmental portfolios produce both personal and organizational gains, as reported by participants in the global “Learning Entrepreneurs” research project. <B>Practical implications</B> – The article offers a “designy” tool that executives can use in the workplace and outside. <B>Social implications</B> – Apart from the fact that it seems highly practical to employ L&amp;D crafting as a business leadership development method, one can extrapolate this idea, and recommend this technique to leaders outside of business. This may transform institutions at large into learning organizations. <B>Originality/value</B> – Rooted in design thinking and positive organizational studies, the article advances a “continuing developmental portfolio” made up of two components: a continuing executive development “Check-in” and “Design”. These together are a mechanism for natural and disciplined learning from opportunistic incidents. Article literatinetwork@emeraldinsight.com (Bart Tkaczyk) Tue, 27 May 2014 00:00:00 +0100 Executive coaching: Guidelines that work http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116392&show=abstract http://www.emeraldinsight.com/10.1108/DLO-05-2013-0020 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. <B>Design/methodology/approach</B> – This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching. <B>Findings</B> – Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization. <B>Originality/value</B> – The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching. Article literatinetwork@emeraldinsight.com (Gil Bozer, James C. Sarros, Joseph C. Santora) Tue, 27 May 2014 00:00:00 +0100 The critical role of research in diversity training: how research contributes to an evidence-based approach to diversity training http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116393&show=abstract http://www.emeraldinsight.com/10.1108/DLO-01-2014-0002 <strong>Abstract</strong><br /><br /><B>Purpose</B> The purpose of the paper is to outline a diversity training framework in which research literatures and findings in psychology and human resource management (HRM) are used to guide organizations in the delivery of diversity training. The author proposes improvements to the current state of diversity training practices and implementations within organizations through the use and integration of research literature. <B>Design/methodology/approach</B> The paper is both a conceptual and a general review paper. It involves the discussion of research on diversity training, as well as diversity and training separately (conceptual), and includes a general analysis of diversity training (review). <B>Findings</B> The paper offers a general review about how psychological and HRM research findings can help organizations better implement diversity training. It suggests that successful diversity training involves a three-part approach: follow established psychological theory to guide selection of diversity training initiatives, use a framework for HR diversity management and adopt practical steps to better manage diversity initiatives (paying careful attention to a needs assessment, linking diversity strategy to business results and establishing metrics and evaluating effectiveness). <B>Practical implications</B> Diversity training has not been and continues to not be research- or evidence-based. This paper outlines some suggestions for integrating psychological and HRM research findings into the delivery of diversity training. The practical implication is that organizations and stakeholders will use a more evidence-based approach to diversity training. <B>Originality/value</B> This paper meets the needs of organizations seeking a more research- and evidence-based approach to diversity training. Article literatinetwork@emeraldinsight.com (Steve Nguyen) Tue, 27 May 2014 00:00:00 +0100 “We are not phobic but selective”: the older generation’s attitude towards using technology in workplace communications http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116394&show=abstract http://www.emeraldinsight.com/10.1108/DLO-10-2013-0082 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to study and understand the older generation’s attitude toward use of technology for workplace communications. <B>Design/methodology/approach</B> – In-depth interviews were conducted with the older generation employees of an Indian Oil and Gas Public Sector Undertakings. Data gathered from the interviews were then analyzed to draw broad themes. <B>Findings</B> – Although the older generation is aware of the importance of technology and has adequate knowledge of its use, they are reluctant to use it. The reluctance is not on account of techno-phobia; it is more in the nature of approach-avoidance. <B>Research limitations/implications</B> – Organizations and human resource managers should focus on addressing the mental block of the older generation regarding the use of technology. <B>Practical implications</B> – Reverse mentoring and formation of cross-generational teams can be used to alter older generation’s selective mindset in relation to technology. <B>Originality/value</B> – This paper discusses the role of technology in intergenerational communication in the Indian context. Article literatinetwork@emeraldinsight.com (Vibhav Singh) Tue, 27 May 2014 00:00:00 +0100 Higher education for the modern world: The role of e-learning http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116395&show=abstract http://www.emeraldinsight.com/10.1108/DLO-04-2014-0031 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. <B>Design/methodology/approach</B> – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. <B>Findings</B> – The United Kingdom is rightly proud of its higher education (HE) system. Highly qualified professionals deliver learning programs which aim to transform today’s students into tomorrow’s key personnel within different sectors and industries. Given the obvious talent at their disposal, you would be forgiven for assuming that HE institutions would embrace innovative ways of improving their performance. Not necessarily it would seem. Resistance to change is evident, and new ideas are often met with a lukewarm response. How some establishments react to technology is a perfect example. <B>Practical implications</B> – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. <B>Originality/value</B> – 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. Article literatinetwork@emeraldinsight.com () Tue, 27 May 2014 00:00:00 +0100 Big business for small businesses: Informal learning through online discussion forums http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116396&show=abstract http://www.emeraldinsight.com/10.1108/DLO-04-2014-0029 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. <B>Design/methodology/approach</B> – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. <B>Findings</B> – Learning is fundamental to success in any walk of life. Business is no different. Any organization lacking the motivation or capacity to acquire new knowledge will invariably get left behind. The merits of formal learning mechanisms have long been recognized. However, more informal approaches to learning are increasingly playing a major part in the workplace. The flexibility it offers is perhaps a major reason why it now allegedly accounts for up to 90 per cent of learning that takes place. <B>Practical implications</B> – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. <B>Originality/value</B> – 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. Article literatinetwork@emeraldinsight.com () Tue, 27 May 2014 00:00:00 +0100 Higher education’s blend of old and new: How technology can complement traditional teaching methods http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116397&show=abstract http://www.emeraldinsight.com/10.1108/DLO-04-2014-0028 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. <B>Design/methodology/approach</B> – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. <B>Findings</B> – In a world seemingly awash with technological innovations, a question which often arises is how to utilize them most effectively. That is one challenge faced by the higher education (HE) sector. Institutions grapple with finding ways to incorporate technology alongside conventional teaching methods. A significant development has been the growing tendency for universities to deliver course content using a “blended learning” approach. Information and communications technologies in the shape of online teaching resources are used in combination with established face-to-face tutoring methods. However, little is yet certain as to the impact of this approach on student motivation and their learning outcomes. <B>Practical implications</B> – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. <B>Originality/value</B> – 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. Article literatinetwork@emeraldinsight.com () Tue, 27 May 2014 00:00:00 +0100 Helping new executives to hit the ground running: An interview with Mark Byford, Joint Head of Global Integration Practice, Egon Zehnder http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116398&show=abstract http://www.emeraldinsight.com/10.1108/DLO-05-2014-0038 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to provide an interview with Mark Byford. <B>Design/methodology/approach</B> – This study discusses findings from a global survey of 500 executives about how well their needs are met by organizations. <B>Findings</B> – This study outlines the importance of providing support for both external and internal hires so that they may integrate into their new roles as quickly as possible. <B>Practical implications</B> – This study provides insight for human resource and learning and development professionals on how to ensure that new hires receive the support they need to adapt quickly to a new role or working environment. Article literatinetwork@emeraldinsight.com (Gareth Bell) Tue, 27 May 2014 00:00:00 +0100 Proactive Personality and Behaviour for Individual and Organizational Productivity http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116400&show=abstract Suggested reading literatinetwork@emeraldinsight.com (Andrew J. DuBrin) Tue, 27 May 2014 00:00:00 +0100 Effective Management in Practice: Analytical Insights and Critical Questions http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116401&show=abstract Suggested reading literatinetwork@emeraldinsight.com (Robin Wensley) Tue, 27 May 2014 00:00:00 +0100 Editorial http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=4&articleid=17116399&show=abstract Editorial literatinetwork@emeraldinsight.com (Anne Gimson) Tue, 27 May 2014 00:00:00 +0100