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, 01 Apr 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 The professional basis of development work: suppose the person you are assisting to learn decides to leave the organization http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115661&show=abstract http://www.emeraldinsight.com/10.1108/DLO-02-2014-0011 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this article is to challenge some assumptions about development work. It raised moral and ethical dilemma facing learning and development professionals. <B>Design/methodology/approach</B> – The article draws on personal experience and theory. It also uses an extract from Sainsbury’s case study. <B>Findings</B> – Learning and development professionals need to consider their role in relation to people with whom they work. <B>Practical implications</B> – The article provides practical advice based on real examples. <B>Social implications</B> – The article is clear about the social implications of one aspect of learning and development work, namely, where the activities of learning and development may cause a person to leave the organization. <B>Originality/value</B> – It appears to be a unique analysis of a real issue, namely, what should learning and development professionals do if a person wants to leave the organization as a result of their learning. Article literatinetwork@emeraldinsight.com (Ian Cunningham) Tue, 01 Apr 2014 00:00:00 +0100 Strength-based coaching: making the case for its adoption in small businesses http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115662&show=abstract http://www.emeraldinsight.com/10.1108/DLO-11-2013-0085 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to make the case that owner-managers of small businesses should consider using strength-based coaching as a key element of their performance management and learning and development endeavours because small businesses are potentially well-suited to this type of developmental intervention. <B>Design/methodology/approach</B> – In making the case, we draw on literature primarily in four areas: performance management, positive psychology, strength-based management and small business management. The case for adopting strength-based coaching is also underpinned by the practical insights of an experienced small business manager. <B>Findings</B> – The informal internal organisation found in most small businesses makes the small business context potentially well-suited to strength-based coaching. In particular, the informal characteristic of small businesses promotes close working relationships between owner-managers and employees and broadly defines work roles. Such a work context is conducive to strength-based coaching that involves owner-managers capitalising on the unique abilities of each employee by redefining work roles to fit employees’ strengths. <B>Practical implications</B> – Using strength-based coaching to align employees’ strengths with the work of the small business should have positive effects on the key variables of individual and collective performance and ultimately business results. These variables of performance are employee ability, motivation and opportunity to perform. <B>Originality/value</B> – After database searching, it seems that there is no previous work that has examined the potential efficacy of strength-based coaching in a small business context. The paper has value for small business managers who are seeking practical guidance on how to improve their current approaches to both managing employee performance and fostering the learning and development of the staff. Article literatinetwork@emeraldinsight.com (Alan Coetzer, Janice Redmond, Vern Bastian) Tue, 01 Apr 2014 00:00:00 +0100 Improving e-learning outcomes through purposeful peer interactions: three helpful recommendations to ensure success http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115663&show=abstract http://www.emeraldinsight.com/10.1108/DLO-11-2013-0083 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to provide some guidelines to help organizations improve e-learning initiatives through the use of purposeful interactions among trainees. <B>Design/methodology/approach</B> – The recommendations suggested in this paper are based on a review of research that was conducted in the area of e-learning. <B>Findings</B> – The addition of quality online and face-to-face peer interactions may be a way to combat some of the major problems associated with training online. Decisions about just how meaningful interactions should be incorporated depend on the nature of the training program, what you hope to accomplish and your financial and time constraints. <B>Practical implications</B> – This paper provides helpful information for organizational leaders or managers who are interested in implementing e-learning initiatives or those looking for recommendations on how to improving current e-learning outcomes. <B>Originality/value</B> – This paper will be of value to those who are involved in organizational training and developmental initiatives. The recommendations discussed in this paper will help the reader address important questions regarding how to include purposeful interaction in e-learning initiatives. Article literatinetwork@emeraldinsight.com (Regina Yanson) Tue, 01 Apr 2014 00:00:00 +0100 Reverse mentoring becomes a two-way street: case study of a mentoring project for IT competence http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115664&show=abstract http://www.emeraldinsight.com/10.1108/DLO-01-2014-0001 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to report on the experiences of a large Australian Government department in the successful trialling of a formal reverse mentoring project for developing information technology (IT) competence in executives. <B>Design/methodology/approach</B> – A case study approach was used to collect data from interviews with the organization’s project leader. Data were also sourced from relevant internal documents and appropriate literature. <B>Findings</B> – The results suggest that formal reverse mentoring projects can have additional reciprocal benefits for both parties such as leadership development, knowledge creation and relationship building. Furthermore, it emerged that clear procedures, effective structures and time spent on participant preparation contributed to the project’s success. <B>Research limitations/implications</B> – Findings from a single case study may not be generalizable to all contexts. <B>Practical implications</B> – This paper provides guidance to trainers and leaders in the planning and delivery of an innovative reverse mentoring project for IT competence and beyond. <B>Originality/value</B> – This paper contributes to an understanding of leadership development through mentoring and offers practical assistance to leaders, managers and trainers. Article literatinetwork@emeraldinsight.com (Jane Burdett) Tue, 01 Apr 2014 00:00:00 +0100 How managing the interaction created a system of learning in a wholesale distribution model http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115665&show=abstract http://www.emeraldinsight.com/10.1108/DLO-12-2013-0091 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to illustrate how a manufacturer improved the interaction within the channel to facilitate a system of learning between three subsequent customer levels. <B>Design/methodology/approach</B> – The paper provides an example of how a manufacturer designed steps to change the traditional interactions between the customer levels and place themselves in the middle of a knowledge-sharing environment. <B>Findings</B> – To best ensure consistency in knowledge sharing across the multiple levels, the learning and development (L&amp;D) practitioner should examine the interactions and identify the unique benefits to encourage all members to freely engage in the learning system. <B>Practical implications</B> – Managing the learning system allows the manufacturer to manage knowledge sharing and reinforce a consistent message. <B>Originality/value</B> – The paper offers the steps undertaken and the benefits resulting from the improved interactions. The example provides the L&amp;D professionals areas into which they can expand traditional learning environments. Article literatinetwork@emeraldinsight.com (Simon R. Reese) Tue, 01 Apr 2014 00:00:00 +0100 Getting to grips with global supply chain management: “Soft skills” shortages can restrict revenue growth http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115666&show=abstract http://www.emeraldinsight.com/10.1108/DLO-03-2014-0019 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to outline the reasons for the ongoing talent shortage in supply chain management (SCM) and to consider ways in which partnering with human resource development (HRD) professionals can reduce the associated risk to revenue growth. <B>Design/methodology/approach</B> – A conceptual paper that considers ways in which human resource and organizational development expertise can be deployed to provide supply chain managers with a balance between “hard” analytical competences and “soft” people skills. <B>Findings</B> – More firms than ever before are facing globalization and market turbulence – and focusing on SCM as a result. Companies can spend as much as three-quarters of their revenue on supply chain activities, so SCM is a key determinant of financial performance. The ability to work effectively with partners to increase efficiency, drive down costs and deliver value to the final customer is crucial to success. But there is a problem – not enough supply chain managers who understand the business context and have the full range of necessary skills. <B>Research limitations/implications</B> – Points out that it isn’t known how highly effective supply chain managers acquire their outstanding cross-functional communication, influencing and change implementation skills. Calls for further research on the impact of HRD interventions on supply chain managers’ effectiveness. Advocates comparing effective and ineffective HRD interventions in SCM practice and evaluation of the quality (rather than the quantity) of training available to supply chain professionals. <B>Practical implications</B> – Shows how focusing training investment on the broad range of skills needed by SCM professionals can contribute to organizational effectiveness. <B>Social implications</B> – Highlights the importance of team leadership, influencing and higher-order problem-solving skills to the management of complex supply chain processes and organizational change. <B>Originality/value</B> – Draws attention to current gaps in SCM training and skills development and proposes ways to improve the return on investment in training. Article literatinetwork@emeraldinsight.com () Tue, 01 Apr 2014 00:00:00 +0100 The importance of engaging in workplace learning: Motivating staff through informal learning http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115667&show=abstract http://www.emeraldinsight.com/10.1108/DLO-03-2014-0017 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is 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 impartial comments and places the articles in context. <B>Findings</B> – Despite organizations spending billions of dollars each year on formal learning, &gt;70 per cent of learning in the workplace is informal. Employees are constantly picking up additional skills, knowledge and ideas in informal settings. This article identifies the informal learning activities and learning processes that middle managers find most useful in their work and careers. <B>Practical implications</B> – Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. <B>Social implications</B> – Provides strategic insights and practical thinking that can have a broader social impact. <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, 01 Apr 2014 00:00:00 +0100 Promoting professional development in new school principals: Coaches home in on “here and now” http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115668&show=abstract http://www.emeraldinsight.com/10.1108/DLO-03-2014-0018 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to examine the use of coaching for newly appointed school principals and head teachers as they establish themselves in their new role. <B>Design/methodology/approach</B> – To examine the use of coaching for newly appointed school principals and head teachers as they establish themselves in their new role. <B>Findings</B> – Teachers in a number of countries receive coaching to improve their effectiveness. It is also now being offered to newly appointed school administrators – the school principal in the USA, the head teacher elsewhere – to help them settle into their new role. Surprisingly, there has been little research assessing the effectiveness of executive coaches or find out what benefits – if any – result from coaching. It seems, then, to be a good time to look at new principal coaching and ask what does or doesn't work. And who better to ask than the coaches themselves. <B>Practical implications</B> – Distinguishes between the coaching needs of newly appointed teachers and those of school administrators. Suggests a requirement for more process-oriented training for new principal coaches. <B>Social implications</B> – Highlights the emphasis that these coaches place on process rather than content and discusses their use of real-life, real-time issues to promote reflective enquiry and professional development. <B>Originality/value</B> – Considers coaching from the perspective of the coach. Demonstrates how coaching can support recently appointed school principals as they adapt to their new work environment and develop the skills needed to take on complex tasks. Article literatinetwork@emeraldinsight.com () Tue, 01 Apr 2014 00:00:00 +0100 How to cultivate a successful internship program: Maximizing the benefits and minimizing the costs http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115669&show=abstract http://www.emeraldinsight.com/10.1108/DLO-03-2014-0016 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is 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 impartial comments and places the articles in context. <B>Findings</B> – Internships are a popular way for people, generally young adults, to gain either paid or un-paid on-the-job training for white-collar and professional careers across different industries and job types, such as human resources, manufacturing, accounting, marketing, banking, hospitality and public relations. <B>Practical implications</B> – Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. <B>Social implications</B> – Provides strategic insights and practical thinking that can have a broader social impact. <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, 01 Apr 2014 00:00:00 +0100 Coaching is key to SME success: International business coach Peter Boolkah explains why the right coach can take your business to the next level http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115670&show=abstract http://www.emeraldinsight.com/10.1108/DLO-04-2014-0022 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of the paper is to provide an interview with Peter Boolkah. <B>Design/methodology/approach</B> – The paper discusses some of the current issues within the coaching industry. <B>Findings</B> – Boolkah answers questions on coaching philosophy, what attributes make a successful coach and how a business can make the most of a coach’s expertise. <B>Practical implications</B> – Provides insight and advice from a leading industry professional. Article literatinetwork@emeraldinsight.com (Gareth Bell) Tue, 01 Apr 2014 00:00:00 +0100 Collaborating for Results: Silo Working and Relationships that Work http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115660&show=abstract Book Review literatinetwork@emeraldinsight.com (Rob Palethorpe) Tue, 01 Apr 2014 00:00:00 +0100 Cross-Cultural Communication, Theory and Practice http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115659&show=abstract Book Review literatinetwork@emeraldinsight.com (Tony Barradell) Tue, 01 Apr 2014 00:00:00 +0100 Editorial http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=28&issue=3&articleid=17115671&show=abstract Editorial literatinetwork@emeraldinsight.com (Anne Gimson) Tue, 01 Apr 2014 00:00:00 +0100