Development and Learning in OrganizationsTable of Contents for Development and Learning in Organizations. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1477-7282/vol/38/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDevelopment and Learning in OrganizationsEmerald Publishing LimitedDevelopment and Learning in OrganizationsDevelopment and Learning in Organizationshttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/d75b7290f31bb7fa9976f5568944193c/urn:emeraldgroup.com:asset:id:binary:dlo.cover.jpghttps://www.emerald.com/insight/publication/issn/1477-7282/vol/38/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFostering effective and wholesome learning experiences: educators’ reflections during the late career stagehttps://www.emerald.com/insight/content/doi/10.1108/DLO-05-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe article discusses salient factors related to fostering effective and wholesome learning experiences. These factors, based on the reflective insights of the authors, are discussed with the intent of encouraging further discussion and exploration that may contribute to even more effective and more wholesome learning experiences. In addition, these insights are shared with the intent of assisting new or emerging educators/trainers in facilitating effective and wholesome learning experiences. The tone of the article is reflective in nature, summarizing key insights of the authors gleaned from over 40 collective years in higher education, as well as two decades of work-related experience in the corporate world. The insights and reflections during the later stage of the authors’ careers in higher education led to the identification of five major themes or factors related to facilitating effective and wholesome learning experiences. These include: 1. Relevant and Applicable; 2. Engagement, Interaction, and Critical Thinking; 3. Organization and Clarity; 4. Fostering Trust Through Communication, Responsiveness, and Feedback; 5. Flexibility and Augmentation While many of the factors highlighted in the article align with related literature, the reflective insights of the authors contribute to a more nuanced discussion of several factors. The nuanced nature of the discussion is influenced by the collective experiences of the authors from over 40 years of collective experience in higher education, combined with 20 years of collective experience in the corporate world.Fostering effective and wholesome learning experiences: educators’ reflections during the late career stage
Mike Schraeder, Charles Coco
Development and Learning in Organizations, Vol. 38, No. 2, pp.1-4

The article discusses salient factors related to fostering effective and wholesome learning experiences. These factors, based on the reflective insights of the authors, are discussed with the intent of encouraging further discussion and exploration that may contribute to even more effective and more wholesome learning experiences. In addition, these insights are shared with the intent of assisting new or emerging educators/trainers in facilitating effective and wholesome learning experiences.

The tone of the article is reflective in nature, summarizing key insights of the authors gleaned from over 40 collective years in higher education, as well as two decades of work-related experience in the corporate world.

The insights and reflections during the later stage of the authors’ careers in higher education led to the identification of five major themes or factors related to facilitating effective and wholesome learning experiences. These include: 1. Relevant and Applicable; 2. Engagement, Interaction, and Critical Thinking; 3. Organization and Clarity; 4. Fostering Trust Through Communication, Responsiveness, and Feedback; 5. Flexibility and Augmentation

While many of the factors highlighted in the article align with related literature, the reflective insights of the authors contribute to a more nuanced discussion of several factors. The nuanced nature of the discussion is influenced by the collective experiences of the authors from over 40 years of collective experience in higher education, combined with 20 years of collective experience in the corporate world.

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Fostering effective and wholesome learning experiences: educators’ reflections during the late career stage10.1108/DLO-05-2023-0113Development and Learning in Organizations2023-08-16© 2023 Emerald Publishing LimitedMike SchraederCharles CocoDevelopment and Learning in Organizations3822023-08-1610.1108/DLO-05-2023-0113https://www.emerald.com/insight/content/doi/10.1108/DLO-05-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Intellectual capital development; a pre-requisite for leaders’ heuristics in times of uncertaintieshttps://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper investigates the relationship between intellectual capital development, managerial heuristics and innovation capability among SMEs in Ghana. A purposive sampling technique was used in the selection of 33 SMEs (Hospitality and Retail Industries) in the Greater Accra Region-Ghana. The study employed a mixed-method approach to investigate the study objectives. The findings show that intellectual capital development positively predicts innovation capability among SMEs. Further, it was revealed that managerial heuristics are predominant among retailing firms than firms within the hospitality industry. This study is one of the first to explore intellectual capital development from the viewpoint of managerial heuristics in decision making in times of uncertainties within the context of emerging economies.Intellectual capital development; a pre-requisite for leaders’ heuristics in times of uncertainties
Stewart Selase Hevi, Clemence Dupey Agbenorxevi, Ebenezer Malcalm
Development and Learning in Organizations, Vol. 38, No. 2, pp.5-8

This paper investigates the relationship between intellectual capital development, managerial heuristics and innovation capability among SMEs in Ghana.

A purposive sampling technique was used in the selection of 33 SMEs (Hospitality and Retail Industries) in the Greater Accra Region-Ghana. The study employed a mixed-method approach to investigate the study objectives.

The findings show that intellectual capital development positively predicts innovation capability among SMEs. Further, it was revealed that managerial heuristics are predominant among retailing firms than firms within the hospitality industry.

This study is one of the first to explore intellectual capital development from the viewpoint of managerial heuristics in decision making in times of uncertainties within the context of emerging economies.

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Intellectual capital development; a pre-requisite for leaders’ heuristics in times of uncertainties10.1108/DLO-03-2023-0084Development and Learning in Organizations2023-08-30© 2023 Emerald Publishing LimitedStewart Selase HeviClemence Dupey AgbenorxeviEbenezer MalcalmDevelopment and Learning in Organizations3822023-08-3010.1108/DLO-03-2023-0084https://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Nonformal learning approaches and the professional development of teachers in higher educationhttps://www.emerald.com/insight/content/doi/10.1108/DLO-06-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAs universities find new ways of implementing professional development programs (PDPs), very few scholarly studies have examined how teachers could advance their knowledge and skills through PDPs that are developed based on nonformal learning approaches. To address this knowledge gap, the current study examines how PDPs could be facilitated using nonformal learning approaches to enhance the current and future professional practice of teachers in a South African University. Data for the current study were gathered using semistructured face-to-face interviews among 28 teachers who were purposively sampled from the university. The interview data gathered were analyzed using thematic analysis. The four themes that emerged from the narrative data analyzed were: developing teacher professional practice through diverse nonformal learning arrangements; challenges associated with PDPs that are designed using nonformal learning arrangements; teacher rationale for participating in PDPs that follow nonformal learning arrangements and; the role of leadership in professional development. The findings reveal that nonformal approaches are used widely in the professional development of teachers and teachers have diverse reasons for joining PDPs. Further, leadership also plays a major role in the professional development of teachers. When HEIs use nonformal learning approaches to facilitate PDPs, they could 1) enable teachers to easily transfer the knowledge they acquire from the PDPs to the teaching and learning setting and 2) create a situated learning environment where experienced teachers and other experts support the professional development of young teachers. This paper presents original ideas on how nonformal learning approaches could be used to facilitate PDPs and to enhance the professional practice of teachers in HEIs.Nonformal learning approaches and the professional development of teachers in higher education
Yaw Owusu-Agyeman
Development and Learning in Organizations, Vol. 38, No. 2, pp.9-12

As universities find new ways of implementing professional development programs (PDPs), very few scholarly studies have examined how teachers could advance their knowledge and skills through PDPs that are developed based on nonformal learning approaches. To address this knowledge gap, the current study examines how PDPs could be facilitated using nonformal learning approaches to enhance the current and future professional practice of teachers in a South African University.

Data for the current study were gathered using semistructured face-to-face interviews among 28 teachers who were purposively sampled from the university. The interview data gathered were analyzed using thematic analysis.

The four themes that emerged from the narrative data analyzed were: developing teacher professional practice through diverse nonformal learning arrangements; challenges associated with PDPs that are designed using nonformal learning arrangements; teacher rationale for participating in PDPs that follow nonformal learning arrangements and; the role of leadership in professional development. The findings reveal that nonformal approaches are used widely in the professional development of teachers and teachers have diverse reasons for joining PDPs. Further, leadership also plays a major role in the professional development of teachers.

When HEIs use nonformal learning approaches to facilitate PDPs, they could 1) enable teachers to easily transfer the knowledge they acquire from the PDPs to the teaching and learning setting and 2) create a situated learning environment where experienced teachers and other experts support the professional development of young teachers.

This paper presents original ideas on how nonformal learning approaches could be used to facilitate PDPs and to enhance the professional practice of teachers in HEIs.

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Nonformal learning approaches and the professional development of teachers in higher education10.1108/DLO-06-2023-0129Development and Learning in Organizations2023-08-30© 2023 Emerald Publishing LimitedYaw Owusu-AgyemanDevelopment and Learning in Organizations3822023-08-3010.1108/DLO-06-2023-0129https://www.emerald.com/insight/content/doi/10.1108/DLO-06-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The influence of leader inclusiveness on learning from failure in the hotel industryhttps://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInevitably, there is no free-mistakes organization. The hotel industry can be considered a dynamic and labor-intensive sector where mistakes can occur frequently. Therefore, learning from failure or mistakes is considered a crucial component of learning in the workplace. This study aims to explore leaders' behaviors that can encourage employees to engage in learning from failure endeavors. This is a qualitative study where five semi-structured interviews were undertaken with heads of departments in four-and five-star hotels in Manchester, the UK. Thematic analysis was performed to analyze the collected data. The results revealed that three leader behaviors were suggested to encourage employee learning from failure in hotels, namely: being open and accessible to employees, encouraging them to speak up and share their experiences, particularly their mistakes, and giving them constructive feedback instead of criticisms. These behaviors were found to be related to a construct in past studies called leader inclusiveness. This is an exploratory study that tries to enhance the understanding of what encourages learning from failure at work, particularly in the hotel industry where this has received little attention.The influence of leader inclusiveness on learning from failure in the hotel industry
Sultan Alzyoud, Ruba Abuzaid
Development and Learning in Organizations, Vol. 38, No. 2, pp.13-15

Inevitably, there is no free-mistakes organization. The hotel industry can be considered a dynamic and labor-intensive sector where mistakes can occur frequently. Therefore, learning from failure or mistakes is considered a crucial component of learning in the workplace. This study aims to explore leaders' behaviors that can encourage employees to engage in learning from failure endeavors.

This is a qualitative study where five semi-structured interviews were undertaken with heads of departments in four-and five-star hotels in Manchester, the UK. Thematic analysis was performed to analyze the collected data.

The results revealed that three leader behaviors were suggested to encourage employee learning from failure in hotels, namely: being open and accessible to employees, encouraging them to speak up and share their experiences, particularly their mistakes, and giving them constructive feedback instead of criticisms. These behaviors were found to be related to a construct in past studies called leader inclusiveness.

This is an exploratory study that tries to enhance the understanding of what encourages learning from failure at work, particularly in the hotel industry where this has received little attention.

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The influence of leader inclusiveness on learning from failure in the hotel industry10.1108/DLO-03-2023-0082Development and Learning in Organizations2023-09-05© 2023 Emerald Publishing LimitedSultan AlzyoudRuba AbuzaidDevelopment and Learning in Organizations3822023-09-0510.1108/DLO-03-2023-0082https://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Motivating language theory, the four frames, and change: an infused modelhttps://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0105/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and shape of the change within the field of Motivating Language Theory for practitioners and scholars alike has been expanded. The design and approach of this conceptual paper is to expand upon the existing literature to create a new framework for organizational learning and a new model for leadership development to support change and change leadership through the integration of Kotter’s Stages of Change, Bolman and Deal’s Four-Frame Model, and Motivating Language Theory. The “methodology” is the infusion of the W. Author & S. Colleague Four-Frame-MLT model with the Bolman & Deal and Kotter – Four-Frame model into one seamless MLT supported/driven Four-Frame change model. The findings of this conceptual paper are in the form of an integration table that integrates the Bolman and Deal (2021) Kotter Stages of Change and the Four Frames with Motivating Language Forms and Constructs based upon ideas and assertions (guidance) from the Kotter (2007) article. These findings highlight the three concrete steps of the infused model (1) identify the appropriate Stage of Change, (2) select the best frame or frames that address the stage of change, and (3) utilize the appropriate MLT form (action) and construct (language) to execute the change effectively. The originality of this conceptual paper is in the fusion of Kotter’s Stages of Change, the Bolman and Deal Four-Frames, and Motivating Language Theory. The three components have not been brought together before this paper. In terms of value, this conceptual paper creates an opportunity for those in the real world to have a useful framework to explore change, action/communication, and leadership. For those in academic positions, this paper creates a new starting point for exploring motivating language theory and change.Motivating language theory, the four frames, and change: an infused model
William T. Holmes
Development and Learning in Organizations, Vol. 38, No. 2, pp.16-19

This conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and shape of the change within the field of Motivating Language Theory for practitioners and scholars alike has been expanded.

The design and approach of this conceptual paper is to expand upon the existing literature to create a new framework for organizational learning and a new model for leadership development to support change and change leadership through the integration of Kotter’s Stages of Change, Bolman and Deal’s Four-Frame Model, and Motivating Language Theory. The “methodology” is the infusion of the W. Author & S. Colleague Four-Frame-MLT model with the Bolman & Deal and Kotter – Four-Frame model into one seamless MLT supported/driven Four-Frame change model.

The findings of this conceptual paper are in the form of an integration table that integrates the Bolman and Deal (2021) Kotter Stages of Change and the Four Frames with Motivating Language Forms and Constructs based upon ideas and assertions (guidance) from the Kotter (2007) article. These findings highlight the three concrete steps of the infused model (1) identify the appropriate Stage of Change, (2) select the best frame or frames that address the stage of change, and (3) utilize the appropriate MLT form (action) and construct (language) to execute the change effectively.

The originality of this conceptual paper is in the fusion of Kotter’s Stages of Change, the Bolman and Deal Four-Frames, and Motivating Language Theory. The three components have not been brought together before this paper. In terms of value, this conceptual paper creates an opportunity for those in the real world to have a useful framework to explore change, action/communication, and leadership. For those in academic positions, this paper creates a new starting point for exploring motivating language theory and change.

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Motivating language theory, the four frames, and change: an infused model10.1108/DLO-04-2023-0105Development and Learning in Organizations2023-08-08© 2023 Emerald Publishing LimitedWilliam T. HolmesDevelopment and Learning in Organizations3822023-08-0810.1108/DLO-04-2023-0105https://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0105/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Workplace well-being: making a case for “psychological” diversity and inclusionhttps://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntroverts, along with extraverts, form a significant portion of the workforce. This paper aims to conceptualize the case for “psychological” diversity and inclusion of personality by highlighting the introverted view of well-being in the context of the happy-productive worker thesis. The study employs an integrative review of the extant literature to investigate the definitions of extraversion and introversion, differences in the meaning of happiness, and measurement parameters of well-being. The social identity theory and broaden and build theory formed the theoretical basis for the posited relationships. This study advances the understanding of the connection between the well-being of employees and their performance. Therein, it highlights the role of the inclusion of personality and perspectives of well-being for organizational effectiveness. This paper further suggests measures that managers need to undertake to promote the inclusion of introverts at the workplace and ensure their well-being. Given the significance, organizations have increasingly undertaken initiatives to promote diversity and inclusion at the workplace. While the demographic composition of the workforce has seen affirmative action, this paper highlights and discusses the case of “psychological” diversity and inclusion.Workplace well-being: making a case for “psychological” diversity and inclusion
Chirag Dagar
Development and Learning in Organizations, Vol. 38, No. 2, pp.20-22

Introverts, along with extraverts, form a significant portion of the workforce. This paper aims to conceptualize the case for “psychological” diversity and inclusion of personality by highlighting the introverted view of well-being in the context of the happy-productive worker thesis.

The study employs an integrative review of the extant literature to investigate the definitions of extraversion and introversion, differences in the meaning of happiness, and measurement parameters of well-being. The social identity theory and broaden and build theory formed the theoretical basis for the posited relationships.

This study advances the understanding of the connection between the well-being of employees and their performance. Therein, it highlights the role of the inclusion of personality and perspectives of well-being for organizational effectiveness. This paper further suggests measures that managers need to undertake to promote the inclusion of introverts at the workplace and ensure their well-being.

Given the significance, organizations have increasingly undertaken initiatives to promote diversity and inclusion at the workplace. While the demographic composition of the workforce has seen affirmative action, this paper highlights and discusses the case of “psychological” diversity and inclusion.

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Workplace well-being: making a case for “psychological” diversity and inclusion10.1108/DLO-03-2023-0083Development and Learning in Organizations2023-07-21© 2023 Emerald Publishing LimitedChirag DagarDevelopment and Learning in Organizations3822023-07-2110.1108/DLO-03-2023-0083https://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Inclusive leadership and frugal innovationhttps://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Employees who feel valued and understood will move to innovate and encourage growth alongside their coworkers, and thus characterize a firm as innovative and competitive. The briefing saves busy executives, strategists 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.Inclusive leadership and frugal innovation
Development and Learning in Organizations, Vol. 38, No. 2, pp.23-24

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Employees who feel valued and understood will move to innovate and encourage growth alongside their coworkers, and thus characterize a firm as innovative and competitive.

The briefing saves busy executives, strategists 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.

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Inclusive leadership and frugal innovation10.1108/DLO-01-2024-0022Development and Learning in Organizations2024-02-26© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2610.1108/DLO-01-2024-0022https://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Transformative leaders and organizational learninghttps://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0023/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Through actively involving themselves with their employees and fostering creativity, leaders can facilitate powerful organizational learning with transformative implications. The briefing saves busy executives, strategists 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.Transformative leaders and organizational learning
Development and Learning in Organizations, Vol. 38, No. 2, pp.25-26

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Through actively involving themselves with their employees and fostering creativity, leaders can facilitate powerful organizational learning with transformative implications.

The briefing saves busy executives, strategists 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.

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Transformative leaders and organizational learning10.1108/DLO-01-2024-0023Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-01-2024-0023https://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0023/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The negative impact of micromanagementhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Organizational performance is prone to be negatively affected by leadership styles defined as unfavorable. Firms can address such concerns through various measures that include identification of harmful character traits during the recruitment process and striving to eliminate their impact through subsequent coaching sessions that also focus on equipping managers with relevant interpersonal skills. 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.The negative impact of micromanagement
Development and Learning in Organizations, Vol. 38, No. 2, pp.27-29

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Organizational performance is prone to be negatively affected by leadership styles defined as unfavorable. Firms can address such concerns through various measures that include identification of harmful character traits during the recruitment process and striving to eliminate their impact through subsequent coaching sessions that also focus on equipping managers with relevant interpersonal skills.

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.

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The negative impact of micromanagement10.1108/DLO-02-2024-0026Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-02-2024-0026https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Strengthening organizational learninghttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0027/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A firm's human capital plays a vital role in performance and success. By focusing on a range of key factors associated with such as organizational culture, employee autonomy and growth and development, it enables effective management of talent and strengthening of the employer brand. 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.Strengthening organizational learning
Development and Learning in Organizations, Vol. 38, No. 2, pp.30-32

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A firm's human capital plays a vital role in performance and success. By focusing on a range of key factors associated with such as organizational culture, employee autonomy and growth and development, it enables effective management of talent and strengthening of the employer brand.

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.

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Strengthening organizational learning10.1108/DLO-02-2024-0027Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-02-2024-0027https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0027/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Successful digital service innovationhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Digital service innovation (DSI) can open new doors for companies and help to enhance and sustain competitiveness. The journey to DSI maturity is challenging but one that can be successfully completed through progression from adaptive to generative learning and appropriate alignment both inside the firm and with various external partners. 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.Successful digital service innovation
Development and Learning in Organizations, Vol. 38, No. 2, pp.33-35

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Digital service innovation (DSI) can open new doors for companies and help to enhance and sustain competitiveness. The journey to DSI maturity is challenging but one that can be successfully completed through progression from adaptive to generative learning and appropriate alignment both inside the firm and with various external partners.

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.

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Successful digital service innovation10.1108/DLO-02-2024-0034Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-02-2024-0034https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Innovation and organizational performancehttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Innovation and performance can be enhanced through the influence of human capital. Desired outcomes are attainable when firms deploy the human capital strategic orientation in an enabling role that best complements their organizational environment. 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.Innovation and organizational performance
Development and Learning in Organizations, Vol. 38, No. 2, pp.36-38

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Innovation and performance can be enhanced through the influence of human capital. Desired outcomes are attainable when firms deploy the human capital strategic orientation in an enabling role that best complements their organizational environment.

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.

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Innovation and organizational performance10.1108/DLO-02-2024-0028Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-02-2024-0028https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Digital transformation in higher educationhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0031/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. The process of digital transformation is accelerating among organizations and institutions within different settings. Firms' quest to build digital capability can be aided by following guidance provided by a suitable framework and taking necessary actions with regard to each of its dimensions. 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.Digital transformation in higher education
Development and Learning in Organizations, Vol. 38, No. 2, pp.39-41

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The process of digital transformation is accelerating among organizations and institutions within different settings. Firms' quest to build digital capability can be aided by following guidance provided by a suitable framework and taking necessary actions with regard to each of its dimensions.

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.

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Digital transformation in higher education10.1108/DLO-02-2024-0031Development and Learning in Organizations2024-02-22© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2210.1108/DLO-02-2024-0031https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0031/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Better togetherhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified that inclusive leadership can improve team proactiveness which can lead to positive outcomes for the organization. The briefing saves busy executives, strategists 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.Better together
Development and Learning in Organizations, Vol. 38, No. 2, pp.42-43

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified that inclusive leadership can improve team proactiveness which can lead to positive outcomes for the organization.

The briefing saves busy executives, strategists 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.

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Better together10.1108/DLO-02-2024-0029Development and Learning in Organizations2024-02-19© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-1910.1108/DLO-02-2024-0029https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Same beginning, different resultshttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified the importance of acknowledging employee efforts when it relates to knowledge management and how this can improve knowledge capitalization. The briefing saves busy executives, strategists 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.Same beginning, different results
Development and Learning in Organizations, Vol. 38, No. 2, pp.44-45

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified the importance of acknowledging employee efforts when it relates to knowledge management and how this can improve knowledge capitalization.

The briefing saves busy executives, strategists 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.

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Same beginning, different results10.1108/DLO-02-2024-0032Development and Learning in Organizations2024-02-19© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-1910.1108/DLO-02-2024-0032https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Diamonds in the roughhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0030/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified the different factors that can contribute to identifying entrepreneurial opportunities that can lead to viable solutions. The briefing saves busy executives, strategists 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.Diamonds in the rough
Development and Learning in Organizations, Vol. 38, No. 2, pp.46-47

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified the different factors that can contribute to identifying entrepreneurial opportunities that can lead to viable solutions.

The briefing saves busy executives, strategists 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.

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Diamonds in the rough10.1108/DLO-02-2024-0030Development and Learning in Organizations2024-02-20© 2024 Emerald Publishing LimitedDevelopment and Learning in Organizations3822024-02-2010.1108/DLO-02-2024-0030https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2024-0030/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Addressing learning and development issues in airport companies: implications for organizational development specialistshttps://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the issues affecting learning and development (L&D) interventions to enhance operational efficiency in airport companies. This study adopted a case study design following a qualitative approach for data collection and analysis procedure. A purposive sample of fifteen executives, including 6 Chief Executive Officers, along with 9 operational managers from the aviation industry in Namibia were suitable participants to gather information about issues affecting L&D for specific interventions to improve operational efficiency in airport companies. The data was collected using face-to-face interviews. The transcripts generated from the recordings were organized using thematic analysis via NVivo version 12. The results showcased a lack of training needs assessment and process, inadequate specialized training and poor levels of commitment. Hence, specialized L&D interventions will impact commitment and work outcomes, which are essential for operational efficiency in airport companies. There is a paucity of literature on how to address L&D issues for operational efficiency in the aviation sector.Addressing learning and development issues in airport companies: implications for organizational development specialists
Sulaiman Olusegun Atiku, Olufemi Michael Oladejo, Angela Ntwala Sibalatani
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study examines the issues affecting learning and development (L&D) interventions to enhance operational efficiency in airport companies.

This study adopted a case study design following a qualitative approach for data collection and analysis procedure. A purposive sample of fifteen executives, including 6 Chief Executive Officers, along with 9 operational managers from the aviation industry in Namibia were suitable participants to gather information about issues affecting L&D for specific interventions to improve operational efficiency in airport companies. The data was collected using face-to-face interviews. The transcripts generated from the recordings were organized using thematic analysis via NVivo version 12.

The results showcased a lack of training needs assessment and process, inadequate specialized training and poor levels of commitment. Hence, specialized L&D interventions will impact commitment and work outcomes, which are essential for operational efficiency in airport companies.

There is a paucity of literature on how to address L&D issues for operational efficiency in the aviation sector.

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Addressing learning and development issues in airport companies: implications for organizational development specialists10.1108/DLO-01-2024-0002Development and Learning in Organizations2024-02-21© 2024 Emerald Publishing LimitedSulaiman Olusegun AtikuOlufemi Michael OladejoAngela Ntwala SibalataniDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-02-2110.1108/DLO-01-2024-0002https://www.emerald.com/insight/content/doi/10.1108/DLO-01-2024-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Maximizing learning outcomes in the digital age: the role of microlearning for Gen Zhttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0038/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThrough this research, we aim to provide insights into how trainers can effectively utilize microlearning to enhance learning outcomes for Gen Z learners in this digital age. This study presents a model of microlearning for Gen Z driven by determinants of microlearning and factors contributing to the effectiveness of microlearning. The paper reviews the literature to indicate the conceptualization of microlearning and Gen Z. The authors present a conceptual model indicating the proposed relationship. The research suggests that microlearning is an effective way to learn new information, particularly in workplace training and education, and can lead to improved recall and retention of information and increased engagement and motivation among Gen Z. This paper provides a conceptual framework for factors influencing the components of microlearning.Maximizing learning outcomes in the digital age: the role of microlearning for Gen Z
Himani Choudhary, Deepika Pandita
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

Through this research, we aim to provide insights into how trainers can effectively utilize microlearning to enhance learning outcomes for Gen Z learners in this digital age. This study presents a model of microlearning for Gen Z driven by determinants of microlearning and factors contributing to the effectiveness of microlearning.

The paper reviews the literature to indicate the conceptualization of microlearning and Gen Z. The authors present a conceptual model indicating the proposed relationship.

The research suggests that microlearning is an effective way to learn new information, particularly in workplace training and education, and can lead to improved recall and retention of information and increased engagement and motivation among Gen Z.

This paper provides a conceptual framework for factors influencing the components of microlearning.

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Maximizing learning outcomes in the digital age: the role of microlearning for Gen Z10.1108/DLO-02-2023-0038Development and Learning in Organizations2023-06-08© 2023 Emerald Publishing LimitedHimani ChoudharyDeepika PanditaDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-06-0810.1108/DLO-02-2023-0038https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0038/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Dealing with the robotic trainer: strategies for managing emotionshttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0039/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper explores the management of emotions and emotional challenges that human trainees face when interacting with a robot or a humanoid trainer. This study draws on existing academic and grey literature on robot and humanoids-based training with algorithms, bots, and artificial intelligence (AI). The study highlights the need for personalized feedback, clear communication, and the establishment of trust between the trainee and robotic trainer. The study discusses the strategies to manage emotions like anger, disgust, fear, happiness, sadness, and surprise that are experienced by human trainees. The research provides an accessible summary of setting realistic expectations for the emotional experience of working with a robotic trainer to help manage expectations and reduce disappointment. The managers in charge of implementing robotic training programs can provide education and resources to help individuals effectively manage emotions when working with a robotic trainer.Dealing with the robotic trainer: strategies for managing emotions
Komal Khandelwal, Ashwani Kumar Upadhyay
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper explores the management of emotions and emotional challenges that human trainees face when interacting with a robot or a humanoid trainer.

This study draws on existing academic and grey literature on robot and humanoids-based training with algorithms, bots, and artificial intelligence (AI).

The study highlights the need for personalized feedback, clear communication, and the establishment of trust between the trainee and robotic trainer. The study discusses the strategies to manage emotions like anger, disgust, fear, happiness, sadness, and surprise that are experienced by human trainees.

The research provides an accessible summary of setting realistic expectations for the emotional experience of working with a robotic trainer to help manage expectations and reduce disappointment.

The managers in charge of implementing robotic training programs can provide education and resources to help individuals effectively manage emotions when working with a robotic trainer.

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Dealing with the robotic trainer: strategies for managing emotions10.1108/DLO-02-2023-0039Development and Learning in Organizations2023-05-03© 2023 Emerald Publishing LimitedKomal KhandelwalAshwani Kumar UpadhyayDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-05-0310.1108/DLO-02-2023-0039https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0039/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Artificial intelligence and the end of bounded rationality: a new era in organizational decision makinghttps://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this viewpoint article is to serve as a discussion starting point regarding organizational leadership’s increasing reliance on AI – in particular, how the technology is used as a supplemental tool for supporting rational decision-making. Practical implications and directions for further research are presented. With its inception in economics, the concept of rationality has a rich history across multiple research domains. Based on that literature, coupled with the recent advancements in AI, the paper asks: will AI afford organizational leadership the ability to move from making bounded rational decisions to making fully rational decisions? The paper only scratches the surface of such a large question; however, the goal is to start the discussion around the topic. While bounded rationality supports efficient decision-making, a complete understanding of any given decision is typically limited, and as a result, neither accuracy nor effectiveness is guaranteed. As AI systems grow in speed and accuracy, they should provide positive support for organizational leaders to make fully rational decisions. AI’s ability to collect and organize data, analyze it, and offer decision alternatives may help close the gap between bounded and rational decision-making. Although AI research is not new, the recent developments in natural language processing engines has rapidly brought about new possibilities for their use in rational decision-making in the business and organizational context. This is fertile ground for future research, particularly in the area of organizational decision-making.Artificial intelligence and the end of bounded rationality: a new era in organizational decision making
Michael Shick, Nathan Johnson, Yang Fan
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this viewpoint article is to serve as a discussion starting point regarding organizational leadership’s increasing reliance on AI – in particular, how the technology is used as a supplemental tool for supporting rational decision-making. Practical implications and directions for further research are presented.

With its inception in economics, the concept of rationality has a rich history across multiple research domains. Based on that literature, coupled with the recent advancements in AI, the paper asks: will AI afford organizational leadership the ability to move from making bounded rational decisions to making fully rational decisions? The paper only scratches the surface of such a large question; however, the goal is to start the discussion around the topic.

While bounded rationality supports efficient decision-making, a complete understanding of any given decision is typically limited, and as a result, neither accuracy nor effectiveness is guaranteed. As AI systems grow in speed and accuracy, they should provide positive support for organizational leaders to make fully rational decisions. AI’s ability to collect and organize data, analyze it, and offer decision alternatives may help close the gap between bounded and rational decision-making.

Although AI research is not new, the recent developments in natural language processing engines has rapidly brought about new possibilities for their use in rational decision-making in the business and organizational context. This is fertile ground for future research, particularly in the area of organizational decision-making.

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Artificial intelligence and the end of bounded rationality: a new era in organizational decision making10.1108/DLO-02-2023-0048Development and Learning in Organizations2023-07-21© 2023 Emerald Publishing LimitedMichael ShickNathan JohnsonYang FanDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-07-2110.1108/DLO-02-2023-0048https://www.emerald.com/insight/content/doi/10.1108/DLO-02-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Metaverse changing realm of human resource learning – a viewpointhttps://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to explore the potential of metaverse in human resource (HR) learning as a new paradigm postpandemic scenario. This article highlights the use of the metaverse as a training tool for today’s organizations. This paper offers the author’s opinion based on experience with the application of Metaverse into HR learning for the transformative learning experience. Research and trends in metaverse hold strong potential to be implemented as a transformative learning experience across organizations. The article then presents the metaverse learning application with the TL concept. This is a viewpoint article and opens threads of the plethora of future directions in the application of the metaverse as a learning and development tool through empirical research work.Metaverse changing realm of human resource learning – a viewpoint
Mita Mehta
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to explore the potential of metaverse in human resource (HR) learning as a new paradigm postpandemic scenario. This article highlights the use of the metaverse as a training tool for today’s organizations.

This paper offers the author’s opinion based on experience with the application of Metaverse into HR learning for the transformative learning experience.

Research and trends in metaverse hold strong potential to be implemented as a transformative learning experience across organizations. The article then presents the metaverse learning application with the TL concept.

This is a viewpoint article and opens threads of the plethora of future directions in the application of the metaverse as a learning and development tool through empirical research work.

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Metaverse changing realm of human resource learning – a viewpoint10.1108/DLO-03-2023-0068Development and Learning in Organizations2023-07-12© 2023 Emerald Publishing LimitedMita MehtaDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-07-1210.1108/DLO-03-2023-0068https://www.emerald.com/insight/content/doi/10.1108/DLO-03-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digital twins in MOOCs: exploring ways to enhance interactivityhttps://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0091/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this conceptual paper is to inform the administrators, designers, trainers and scholars, and encourage conversations on the role of digital twin technologies in enhancing interactivity in the context of massive open online courses (MOOCs). Drawing on a review of literature, this article highlights the concept of digital twins and discusses its potential applications on enhancing interactivity in MOOCs. Findings of this conceptual paper highlights the significance of the emerging industry 4.0 technologies such as digital twins, in enhancing interactivity in a MOOC environment. Implementation of modern technologies such as digital twins and AI in MOOCs could guarantee access to comprehensive and equitable quality education and could expand the scope of lifelong learning for everyone. This conceptual paper is particularly relevant to the post-pandemic context where organizations and educational institutions have both adopted a hybrid mode of learning. Inclusion of the interactive elements may provide better insights to the platform administrators, designers, trainers and to enhance levels of learner engagement in MOOC environments. Moreover, effective utilization of these technology driven learning models in future may have larger impacts in catering to meet the sustainable development goal (SDG-4) towards provision of quality education. While past studies focused more on the conceptualization of human-to-human interactivity, the facets of human-to-platform interactivity remained largely unexplored. To our understanding, this paper is one of the initial attempts to conceptually highlight the applications of digital-twin technology to enhance human to platform interactivity in a MOOC context.Digital twins in MOOCs: exploring ways to enhance interactivity
Rahul R. Lexman, Rupashree Baral
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this conceptual paper is to inform the administrators, designers, trainers and scholars, and encourage conversations on the role of digital twin technologies in enhancing interactivity in the context of massive open online courses (MOOCs).

Drawing on a review of literature, this article highlights the concept of digital twins and discusses its potential applications on enhancing interactivity in MOOCs.

Findings of this conceptual paper highlights the significance of the emerging industry 4.0 technologies such as digital twins, in enhancing interactivity in a MOOC environment. Implementation of modern technologies such as digital twins and AI in MOOCs could guarantee access to comprehensive and equitable quality education and could expand the scope of lifelong learning for everyone.

This conceptual paper is particularly relevant to the post-pandemic context where organizations and educational institutions have both adopted a hybrid mode of learning. Inclusion of the interactive elements may provide better insights to the platform administrators, designers, trainers and to enhance levels of learner engagement in MOOC environments. Moreover, effective utilization of these technology driven learning models in future may have larger impacts in catering to meet the sustainable development goal (SDG-4) towards provision of quality education.

While past studies focused more on the conceptualization of human-to-human interactivity, the facets of human-to-platform interactivity remained largely unexplored. To our understanding, this paper is one of the initial attempts to conceptually highlight the applications of digital-twin technology to enhance human to platform interactivity in a MOOC context.

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Digital twins in MOOCs: exploring ways to enhance interactivity10.1108/DLO-04-2023-0091Development and Learning in Organizations2023-06-16© 2023 Emerald Publishing LimitedRahul R. LexmanRupashree BaralDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-06-1610.1108/DLO-04-2023-0091https://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0091/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Work automation and the rise of virtual teams: how to lead employees in the post-pandemic worldhttps://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0092/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo support senior leaders and HR practitioners with building the internal leadership capabilities to oversee automation in a virtual teams environment. This point of view paper presents the topic of workplace automation in a virtual teams environment through contextual practitioner literature sources. Six new capabilities are suggested for the modern leader. This paper introduces a scarcely researched area which is of enormous relevance in the post-covid age of remote working and digital transformation agendas, alongside presenting recommendations for HR practitioners and senior leaders to build internal leadership capabilities.Work automation and the rise of virtual teams: how to lead employees in the post-pandemic world
Liam Murphy
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

To support senior leaders and HR practitioners with building the internal leadership capabilities to oversee automation in a virtual teams environment.

This point of view paper presents the topic of workplace automation in a virtual teams environment through contextual practitioner literature sources.

Six new capabilities are suggested for the modern leader.

This paper introduces a scarcely researched area which is of enormous relevance in the post-covid age of remote working and digital transformation agendas, alongside presenting recommendations for HR practitioners and senior leaders to build internal leadership capabilities.

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Work automation and the rise of virtual teams: how to lead employees in the post-pandemic world10.1108/DLO-04-2023-0092Development and Learning in Organizations2023-06-13© 2023 Emerald Publishing LimitedLiam MurphyDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-06-1310.1108/DLO-04-2023-0092https://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0092/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Using visualization technologies to drive individual and collective actionhttps://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0104/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDigital visualization tools are most often used to help people and teams understand high volumes of complex data via dashboards, infographics and other forms of visual maps. This article describes how some organizations are starting to use visualization platforms to allow team members to articulate and share their thoughts, feelings, beliefs, etc., and thereby make better, more insightful decisions. Viewpoint based on the experience and expert opinion of the writers. Three examples are shared of how visualization technologies are being used in leadership development, gender diversity and patient care. The authors offer examples of pioneering organizations who are going beyond the “digital whiteboard” and finding ways of cocreating powerful imagery and visualizations, capturing the data which is hard to get at. Building narratives and sense-making from the deeper thoughts and difficult to express feelings of team members.Using visualization technologies to drive individual and collective action
Andrew Jackson
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

Digital visualization tools are most often used to help people and teams understand high volumes of complex data via dashboards, infographics and other forms of visual maps. This article describes how some organizations are starting to use visualization platforms to allow team members to articulate and share their thoughts, feelings, beliefs, etc., and thereby make better, more insightful decisions.

Viewpoint based on the experience and expert opinion of the writers.

Three examples are shared of how visualization technologies are being used in leadership development, gender diversity and patient care.

The authors offer examples of pioneering organizations who are going beyond the “digital whiteboard” and finding ways of cocreating powerful imagery and visualizations, capturing the data which is hard to get at. Building narratives and sense-making from the deeper thoughts and difficult to express feelings of team members.

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Using visualization technologies to drive individual and collective action10.1108/DLO-04-2023-0104Development and Learning in Organizations2023-06-19© 2023 Emerald Publishing LimitedAndrew JacksonDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-06-1910.1108/DLO-04-2023-0104https://www.emerald.com/insight/content/doi/10.1108/DLO-04-2023-0104/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Are leaders born or made? Asking the right question.https://www.emerald.com/insight/content/doi/10.1108/DLO-05-2023-0123/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe current viewpoint addressed the old debate on whether leaders are born or made and argues that both perspectives are relevant and that leaders are a combination of both. Based on personal experience working and researching leadership development this viewpoint argues for the need to understand that both leaders are born but they need to be developed. The article provides arguments for the synergy that exist between the view that leaders are made and the view that argues that leaders are born. From an originality perspective the article attempts to build a bridge between the ideas that leaders are born or made by focusing on the synergies of both camps.Are leaders born or made? Asking the right question.
Martin Sposato
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The current viewpoint addressed the old debate on whether leaders are born or made and argues that both perspectives are relevant and that leaders are a combination of both.

Based on personal experience working and researching leadership development this viewpoint argues for the need to understand that both leaders are born but they need to be developed.

The article provides arguments for the synergy that exist between the view that leaders are made and the view that argues that leaders are born.

From an originality perspective the article attempts to build a bridge between the ideas that leaders are born or made by focusing on the synergies of both camps.

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Are leaders born or made? Asking the right question.10.1108/DLO-05-2023-0123Development and Learning in Organizations2023-10-24© 2023 Emerald Publishing LimitedMartin SposatoDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-10-2410.1108/DLO-05-2023-0123https://www.emerald.com/insight/content/doi/10.1108/DLO-05-2023-0123/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Training and development process: implication for academic staff performance and sustainable University Educationhttps://www.emerald.com/insight/content/doi/10.1108/DLO-06-2023-0134/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the effectiveness of training and development process for academic staff performance and sustainable university education. A quantitative research approach was adopted for data collection and analysis for this study. The study draws sample from 202 randomly selected academic staff from three universities in South-West Nigeria. The data was analyzed using the Statistical Package for Social Sciences (SPSS version 27). The findings showed a significant relationship between T&D process and academic staff performance. Also, the importance of conducting training need assessment before training programs are implemented was revealed. This study provides evidence-based information which can help decisions on training and development program, enhance academic staff performance, and ensure university sustainability.Training and development process: implication for academic staff performance and sustainable University Education
Olufemi Michael Oladejo, Sybert Mutereko, Idris Olayiwola Ganiyu
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study examines the effectiveness of training and development process for academic staff performance and sustainable university education.

A quantitative research approach was adopted for data collection and analysis for this study. The study draws sample from 202 randomly selected academic staff from three universities in South-West Nigeria. The data was analyzed using the Statistical Package for Social Sciences (SPSS version 27).

The findings showed a significant relationship between T&D process and academic staff performance. Also, the importance of conducting training need assessment before training programs are implemented was revealed.

This study provides evidence-based information which can help decisions on training and development program, enhance academic staff performance, and ensure university sustainability.

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Training and development process: implication for academic staff performance and sustainable University Education10.1108/DLO-06-2023-0134Development and Learning in Organizations2023-11-23© 2023 Emerald Publishing LimitedOlufemi Michael OladejoSybert MuterekoIdris Olayiwola GaniyuDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-11-2310.1108/DLO-06-2023-0134https://www.emerald.com/insight/content/doi/10.1108/DLO-06-2023-0134/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
From differences to strengths: strategies for embracing generational diversity at workplacehttps://www.emerald.com/insight/content/doi/10.1108/DLO-07-2023-0146/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWith every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity. This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity. This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace. Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations. Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.From differences to strengths: strategies for embracing generational diversity at workplace
Shehla Malik, Shadma Shahid
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.

This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.

This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.

Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.

Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.

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From differences to strengths: strategies for embracing generational diversity at workplace10.1108/DLO-07-2023-0146Development and Learning in Organizations2023-09-19© 2023 Emerald Publishing LimitedShehla MalikShadma ShahidDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-09-1910.1108/DLO-07-2023-0146https://www.emerald.com/insight/content/doi/10.1108/DLO-07-2023-0146/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Navigating management changes in the post-COVID era: suggestions for adapting to the new dynamic work landscapehttps://www.emerald.com/insight/content/doi/10.1108/DLO-07-2023-0167/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study investigates the current changes and future challenges in management practice as a result of the Covid-19 pandemic. According to creative destruction theory, industry disruptions (e.g., advancements in technology) combined with economic shocks (e.g., effects of the pandemic) often force impacted industries to undergo significant changes in order to survive. Therefore, it is important to investigate the changes on current and future management practice in the post-Covid world. This exploratory study uses semi-structured interviews with 20 experienced public accounting leaders (PAL) whose titles include partner, director, CFO, senior manager, and manager. This study provides PAL perspectives on the challenges of managing in an increasingly hybrid environment, the shift of the organizational structure of firms, the changes in responsibilities/skill sets needed at all levels of the firm, and the expectation that these challenges will continue to evolve. This study contributes to the literature by showcasing how management practice (through the lens of accounting leaders) has significantly changed. The accounting profession was deemed an essential industry and continued in operation throughout the COVID pandemic. This study identifies six issues that will continue to influence management practice and provides topics for future research.Navigating management changes in the post-COVID era: suggestions for adapting to the new dynamic work landscape
Gary S. Insch, Karen Yvonne Green, Diana Franz
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study investigates the current changes and future challenges in management practice as a result of the Covid-19 pandemic. According to creative destruction theory, industry disruptions (e.g., advancements in technology) combined with economic shocks (e.g., effects of the pandemic) often force impacted industries to undergo significant changes in order to survive. Therefore, it is important to investigate the changes on current and future management practice in the post-Covid world.

This exploratory study uses semi-structured interviews with 20 experienced public accounting leaders (PAL) whose titles include partner, director, CFO, senior manager, and manager.

This study provides PAL perspectives on the challenges of managing in an increasingly hybrid environment, the shift of the organizational structure of firms, the changes in responsibilities/skill sets needed at all levels of the firm, and the expectation that these challenges will continue to evolve.

This study contributes to the literature by showcasing how management practice (through the lens of accounting leaders) has significantly changed. The accounting profession was deemed an essential industry and continued in operation throughout the COVID pandemic. This study identifies six issues that will continue to influence management practice and provides topics for future research.

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Navigating management changes in the post-COVID era: suggestions for adapting to the new dynamic work landscape10.1108/DLO-07-2023-0167Development and Learning in Organizations2023-12-11© 2023 Emerald Publishing LimitedGary S. InschKaren Yvonne GreenDiana FranzDevelopment and Learning in Organizationsahead-of-printahead-of-print2023-12-1110.1108/DLO-07-2023-0167https://www.emerald.com/insight/content/doi/10.1108/DLO-07-2023-0167/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Structuring organizations for supporting knowledge management and nurturing dynamic capabilitieshttps://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0169/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTill now no study has been undertaken which test the knowledge management processes for creating dynamic capabilities on the basis of organization structures with interpersonal trust as an important variable. This paper serves as a preliminary study proposing an integrated conceptual model that unmistakably unifies the notions of knowledge management and dynamic capability. Through an exhaustive literature review, the study explores the role of knowledge management in building dynamic capabilities within the organizations. Through the available literature, authors have attempted to study the relevance of knowledge management against the backdrop of Structuration theory. Through their proposed framework, authors posit that the structural elements of an organization set the tone for knowledge management within the organization. Organizations face dynamic challenges from the external environment, and in absence of interpersonal trust the creation of dynamic capabilities becomes difficult. First, the current study enriches the growing research interest in Knowledge management. Second, the study connects Knowledge management and interpersonal trust within the organizations, which in turn is influenced by the structure of the organization. Structures created in the organization decide the direction, quality and quantity of knowledge sharing within the organizations both through social systems and through formal reporting systems. Thus, this paper serves as a preliminary study proposing an integrated conceptual model that unmistakably unifies the notions of knowledge management and dynamic capability.Structuring organizations for supporting knowledge management and nurturing dynamic capabilities
Bindiya Gupta, Bhumika Achhnani
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

Till now no study has been undertaken which test the knowledge management processes for creating dynamic capabilities on the basis of organization structures with interpersonal trust as an important variable. This paper serves as a preliminary study proposing an integrated conceptual model that unmistakably unifies the notions of knowledge management and dynamic capability.

Through an exhaustive literature review, the study explores the role of knowledge management in building dynamic capabilities within the organizations. Through the available literature, authors have attempted to study the relevance of knowledge management against the backdrop of Structuration theory.

Through their proposed framework, authors posit that the structural elements of an organization set the tone for knowledge management within the organization. Organizations face dynamic challenges from the external environment, and in absence of interpersonal trust the creation of dynamic capabilities becomes difficult.

First, the current study enriches the growing research interest in Knowledge management. Second, the study connects Knowledge management and interpersonal trust within the organizations, which in turn is influenced by the structure of the organization. Structures created in the organization decide the direction, quality and quantity of knowledge sharing within the organizations both through social systems and through formal reporting systems. Thus, this paper serves as a preliminary study proposing an integrated conceptual model that unmistakably unifies the notions of knowledge management and dynamic capability.

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Structuring organizations for supporting knowledge management and nurturing dynamic capabilities10.1108/DLO-08-2023-0169Development and Learning in Organizations2024-01-23© 2024 Emerald Publishing LimitedBindiya GuptaBhumika AchhnaniDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-01-2310.1108/DLO-08-2023-0169https://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0169/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Developing meaningful leadership in organizations: Evidence from a cross-case analysis in Indiahttps://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0178/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe extant organizational leadership literature acknowledges the utility of pursuing meaningful leadership, yet the scarcity of meaningful leaders persists. This paper compares two cases to elicit the factors distinguishing successful and unsuccessful meaningful leadership. This paper delves into the strategies and practices of leaders in two organizations, and data are collected in the form of field notes of participant observations, and informal conversations with the members of both organizations. It seeks to unveil the defining characteristics of a leader who fosters member meaningfulness (Organization X) compared to one who does not (Organization Y). The paper highlights distinct strategies that contribute to meaningful leadership. Effective leaders emphasize broader objectives, align values, adopt participatory leadership, mitigate meaninglessness, and promote continuous learning and growth. Conversely, ineffective leaders prioritize short-term goals, overlook value alignment, and lack participative engagement; together, these factors enable leaders to inspire, engage, and guide their teams with a sense of meaning. By acknowledging that meaningful leaders may not be easily developed, organizations can shift focus towards identifying and nurturing such leaders, enhancing their capacity to foster genuine meaning among members and thereby improving overall organizational effectiveness. This paper’s unique contribution lies in its comparative analysis of real-world cases, illuminating the specific practices that underlie meaningful leadership. By delineating the critical factors contributing to meaningfulness, this research lays a foundation for organizations to locate and cultivate leaders capable of engendering authentic meaning within their teams.Developing meaningful leadership in organizations: Evidence from a cross-case analysis in India
Anindya Pattanayak, Siddharth Gaurav Majhi
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The extant organizational leadership literature acknowledges the utility of pursuing meaningful leadership, yet the scarcity of meaningful leaders persists. This paper compares two cases to elicit the factors distinguishing successful and unsuccessful meaningful leadership.

This paper delves into the strategies and practices of leaders in two organizations, and data are collected in the form of field notes of participant observations, and informal conversations with the members of both organizations. It seeks to unveil the defining characteristics of a leader who fosters member meaningfulness (Organization X) compared to one who does not (Organization Y).

The paper highlights distinct strategies that contribute to meaningful leadership. Effective leaders emphasize broader objectives, align values, adopt participatory leadership, mitigate meaninglessness, and promote continuous learning and growth. Conversely, ineffective leaders prioritize short-term goals, overlook value alignment, and lack participative engagement; together, these factors enable leaders to inspire, engage, and guide their teams with a sense of meaning.

By acknowledging that meaningful leaders may not be easily developed, organizations can shift focus towards identifying and nurturing such leaders, enhancing their capacity to foster genuine meaning among members and thereby improving overall organizational effectiveness.

This paper’s unique contribution lies in its comparative analysis of real-world cases, illuminating the specific practices that underlie meaningful leadership. By delineating the critical factors contributing to meaningfulness, this research lays a foundation for organizations to locate and cultivate leaders capable of engendering authentic meaning within their teams.

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Developing meaningful leadership in organizations: Evidence from a cross-case analysis in India10.1108/DLO-08-2023-0178Development and Learning in Organizations2024-02-23© 2024 Emerald Publishing LimitedAnindya PattanayakSiddharth Gaurav MajhiDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-02-2310.1108/DLO-08-2023-0178https://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0178/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Training in social intelligence: an augmenter for performance and successful leadershiphttps://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0179/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to investigate the importance of training in social intelligence in the context of effective leadership and enhanced performance. The study investigates how training in social intelligence can assist personnel in enhancing their social and emotional competencies through various methods which in turn can boost their performance and leadership skills. This article presents a compilation of interview perspectives from human resources (HR) practitioners and researchers, offering comprehensive training methods that can be implemented in organizations to boost the social intelligence of employees and employers. The views were gathered through telephone and face-to-face interaction with the practitioners. Various methods for training in social intelligence for enhancing social intelligence are proposed by the author in this paper, drawing on the perspectives of both practitioners and researchers. Further studies could test conceptual models by using longitudinal studies’ data, which gives the study more accuracy and supports generalizing the results. Enhanced performance and Effective leadership can be achieved in the organization if proper training in social intelligence is given to the personnel. This study is one of the first studies that integrates leadership, performance, and social intelligence and its dimensions in one framework. This study concludes that enhanced employee performance and effective leadership can be achieved by developing social intelligence in personnel through various training methods.Training in social intelligence: an augmenter for performance and successful leadership
Tanushree Sanwal
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to investigate the importance of training in social intelligence in the context of effective leadership and enhanced performance. The study investigates how training in social intelligence can assist personnel in enhancing their social and emotional competencies through various methods which in turn can boost their performance and leadership skills.

This article presents a compilation of interview perspectives from human resources (HR) practitioners and researchers, offering comprehensive training methods that can be implemented in organizations to boost the social intelligence of employees and employers. The views were gathered through telephone and face-to-face interaction with the practitioners.

Various methods for training in social intelligence for enhancing social intelligence are proposed by the author in this paper, drawing on the perspectives of both practitioners and researchers.

Further studies could test conceptual models by using longitudinal studies’ data, which gives the study more accuracy and supports generalizing the results.

Enhanced performance and Effective leadership can be achieved in the organization if proper training in social intelligence is given to the personnel.

This study is one of the first studies that integrates leadership, performance, and social intelligence and its dimensions in one framework. This study concludes that enhanced employee performance and effective leadership can be achieved by developing social intelligence in personnel through various training methods.

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Training in social intelligence: an augmenter for performance and successful leadership10.1108/DLO-08-2023-0179Development and Learning in Organizations2024-03-26© 2024 Emerald Publishing LimitedTanushree SanwalDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-03-2610.1108/DLO-08-2023-0179https://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0179/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Communication skills training: a quantitative systematic reviewhttps://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOrganizational leaders value effective communication in employees, but ineffective communication persists (Peart, 2019). Communication Skills Training (CST) programs often face time and engagement constraints (Wright et al., 2006), necessitating increased resources for improvement. This study investigates the fields in which communication skills are examined and the research methods used. Given past training-communication associations, it explores CST programs' positive impact through experimental research (Bakker & van Wingerden, 2021). The study aims to enhance CST research by providing insights into effective training methods for facilitators and practitioners. This systematic literature review examines CST's effectiveness in improving employee communication outcomes and identifying key factors. It highlights the importance of communication training, provides insights into existing research, and identifies areas for future investigation. As communication training is not context-specific, a comprehensive understanding of its effectiveness is necessary. This review establishes a foundational framework to support the creation of impactful training programs. This research reaffirms the importance of Communication Skills Training (CST) in enhancing key competencies such as communication competence, self-efficacy, and empathy for workplace success, benefiting collaboration, conflict resolution, and problem-solving. It provides a foundational understanding of CST's impact, serving as a resource for researchers, trainers, and leaders, while also emphasizing the need for further research, including larger experiments, diverse skill sets, and long-term assessment. In our digital age, exploring contemporary skills, including digital communication, is essential for comprehensive training. The systematic categorization of skills into intrapersonal and interactional dimensions ensures consistency and supports in-depth analysis. To address the broad range, outcome skills were categorized as intrapersonal or interactional, excluding the behavioral aspect concerning societal improvement. Leveraging Zimmerman's (1995) empowerment theory to enhance focus, this framework provides value for diverse CST research outcomes. Intrapersonal encompassed self-views, like self-efficacy and knowledge, while interactional involved understanding and aligning exchanges with personal goals. This categorization enhances research clarity and effectiveness by systematically understanding how these skills are related.Communication skills training: a quantitative systematic review
Emily L.B. Hamlin, Rory McGloin, Alex Bridgemohan
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

Organizational leaders value effective communication in employees, but ineffective communication persists (Peart, 2019). Communication Skills Training (CST) programs often face time and engagement constraints (Wright et al., 2006), necessitating increased resources for improvement. This study investigates the fields in which communication skills are examined and the research methods used. Given past training-communication associations, it explores CST programs' positive impact through experimental research (Bakker & van Wingerden, 2021). The study aims to enhance CST research by providing insights into effective training methods for facilitators and practitioners.

This systematic literature review examines CST's effectiveness in improving employee communication outcomes and identifying key factors. It highlights the importance of communication training, provides insights into existing research, and identifies areas for future investigation. As communication training is not context-specific, a comprehensive understanding of its effectiveness is necessary. This review establishes a foundational framework to support the creation of impactful training programs.

This research reaffirms the importance of Communication Skills Training (CST) in enhancing key competencies such as communication competence, self-efficacy, and empathy for workplace success, benefiting collaboration, conflict resolution, and problem-solving. It provides a foundational understanding of CST's impact, serving as a resource for researchers, trainers, and leaders, while also emphasizing the need for further research, including larger experiments, diverse skill sets, and long-term assessment. In our digital age, exploring contemporary skills, including digital communication, is essential for comprehensive training. The systematic categorization of skills into intrapersonal and interactional dimensions ensures consistency and supports in-depth analysis.

To address the broad range, outcome skills were categorized as intrapersonal or interactional, excluding the behavioral aspect concerning societal improvement. Leveraging Zimmerman's (1995) empowerment theory to enhance focus, this framework provides value for diverse CST research outcomes. Intrapersonal encompassed self-views, like self-efficacy and knowledge, while interactional involved understanding and aligning exchanges with personal goals. This categorization enhances research clarity and effectiveness by systematically understanding how these skills are related.

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Communication skills training: a quantitative systematic review10.1108/DLO-08-2023-0188Development and Learning in Organizations2024-03-18© 2024 Emerald Publishing LimitedEmily L.B. HamlinRory McGloinAlex BridgemohanDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-03-1810.1108/DLO-08-2023-0188https://www.emerald.com/insight/content/doi/10.1108/DLO-08-2023-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
I don’t want to switch! So, am I trapped? An in-depth qualitative inquiry of resistance to change leading to competency traphttps://www.emerald.com/insight/content/doi/10.1108/DLO-09-2023-0192/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper explores the evident issue of organizational resistance to change. The study delves deep into the underlying resistance factors in organizations using a qualitative approach. The qualitative study employs a grounded theory coding pattern and network analysis to explore the underlying themes. This approach gives a panoramic view of resistance to change by comprehending the themes of existing literature and verbatims collected from the respondents. The results of the comprehensive interviews and analyses suggest a significant change in the definition of resistance to change. The network analysis led to the identification of subthemes, antecedents, and consequences of resistance to change. The study highlights the importance of innovation, personnel training, mistrust, and the role of motivation. The insights gained from this practitioner-oriented study help navigate organizations to identify the issues related to resistance to change. The study also helps trace the issue of over-specialization, which promotes competency traps in organizations. The role of leaders in managing resistance to change is evident, which practitioners can consider for the more significant benefit of organizations. The study proposes a nuanced understanding of resistance to change by using a qualitative approach to comprehend the phenomena from the perspective of leaders and employees. Using a coding approach for theme generation and network analysis for visualization ascertains the methodical rigor and comprehensive understanding alongside generating practitioner-oriented recommendations.I don’t want to switch! So, am I trapped? An in-depth qualitative inquiry of resistance to change leading to competency trap
Alisha Rath, Lalatendu Kesari Jena
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper explores the evident issue of organizational resistance to change. The study delves deep into the underlying resistance factors in organizations using a qualitative approach.

The qualitative study employs a grounded theory coding pattern and network analysis to explore the underlying themes. This approach gives a panoramic view of resistance to change by comprehending the themes of existing literature and verbatims collected from the respondents.

The results of the comprehensive interviews and analyses suggest a significant change in the definition of resistance to change. The network analysis led to the identification of subthemes, antecedents, and consequences of resistance to change. The study highlights the importance of innovation, personnel training, mistrust, and the role of motivation.

The insights gained from this practitioner-oriented study help navigate organizations to identify the issues related to resistance to change. The study also helps trace the issue of over-specialization, which promotes competency traps in organizations. The role of leaders in managing resistance to change is evident, which practitioners can consider for the more significant benefit of organizations.

The study proposes a nuanced understanding of resistance to change by using a qualitative approach to comprehend the phenomena from the perspective of leaders and employees. Using a coding approach for theme generation and network analysis for visualization ascertains the methodical rigor and comprehensive understanding alongside generating practitioner-oriented recommendations.

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I don’t want to switch! So, am I trapped? An in-depth qualitative inquiry of resistance to change leading to competency trap10.1108/DLO-09-2023-0192Development and Learning in Organizations2024-03-18© 2024 Emerald Publishing LimitedAlisha RathLalatendu Kesari JenaDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-03-1810.1108/DLO-09-2023-0192https://www.emerald.com/insight/content/doi/10.1108/DLO-09-2023-0192/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Implications of metaverse, virtual reality, and extended reality for development and learning in organizationshttps://www.emerald.com/insight/content/doi/10.1108/DLO-09-2023-0196/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates the implications and significance of immersive technologies (viz. metaverse, virtual reality, and extended reality) in organizational learning and development. Employing a strategy map (using Biblioshiny) and network analysis (using VOSViewer), the study analyzed a total of 189 Scopus-indexed documents, spanning the period 1997 to 2023. The findings revealed four thematic clusters, knowledge management, training, e-learning, and technology. Each cluster provided insights into the various facets of development and learning in respect to these technologies. The strategy map identified key themes, revealing core ideas, emerging trends, and foundational concepts within the domain. Organizations can utilize this study to incorporate metaverse, virtual reality, and extended reality in organizational development, optimizing training and boosting employee experience and productivity. While most literature delves into the technical side of immersive technologies, our study uncovers their impact on development and learning in organizations, addressing a critical research gap and offering a guiding framework.Implications of metaverse, virtual reality, and extended reality for development and learning in organizations
Omkar Dastane, Muhammad Rafiq, Jason J. Turner
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates the implications and significance of immersive technologies (viz. metaverse, virtual reality, and extended reality) in organizational learning and development.

Employing a strategy map (using Biblioshiny) and network analysis (using VOSViewer), the study analyzed a total of 189 Scopus-indexed documents, spanning the period 1997 to 2023.

The findings revealed four thematic clusters, knowledge management, training, e-learning, and technology. Each cluster provided insights into the various facets of development and learning in respect to these technologies. The strategy map identified key themes, revealing core ideas, emerging trends, and foundational concepts within the domain.

Organizations can utilize this study to incorporate metaverse, virtual reality, and extended reality in organizational development, optimizing training and boosting employee experience and productivity.

While most literature delves into the technical side of immersive technologies, our study uncovers their impact on development and learning in organizations, addressing a critical research gap and offering a guiding framework.

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Implications of metaverse, virtual reality, and extended reality for development and learning in organizations10.1108/DLO-09-2023-0196Development and Learning in Organizations2024-02-08© 2024 Emerald Publishing LimitedOmkar DastaneMuhammad RafiqJason J. TurnerDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-02-0810.1108/DLO-09-2023-0196https://www.emerald.com/insight/content/doi/10.1108/DLO-09-2023-0196/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Quiet quitting: a comprehensive exploration of hidden problemshttps://www.emerald.com/insight/content/doi/10.1108/DLO-10-2023-0214/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study's objective is to give a thorough overview of the literature in the field of “quiet quitting.” This paper presents literature review on quiet quitting, analyzing its conceptual framework, antecedents, outcomes, and potential strategies for addressing this pervasive issue. Using the keywords “quiet quitting” and “silent quitting” from the Scopus database, a systematic review of the literature was conducted, applying the Antecedents-Behaviour-Consequences (ABC) approach, popularized by B.F Skinner, to get a conceptual clarity of this topic. There were just twenty articles discovered in the search until October 15, 2023. This review was undertaken after full-text screening of relevant studies, which are duly cited. The literature review also revealed some themes that are discussed in the study. The study identifies relevant “quiet quitting” definitions as well as potential individual and organizational-level causes using a descriptive and thematic review of the literature. Additionally, critical insights and research gaps that could be used for empirical studies are identified. This study provides as a roadmap for organizations to proactively recognize and address concerns, resulting in enhanced workforce well-being and productivity. The study could spur further research and serve as a resource for scholars interested in the concept of “quiet quitting,” as well as benefiting human resource managers who prefer evidence-based management.Quiet quitting: a comprehensive exploration of hidden problems
Vincy Kachhap, Tripti Singh
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study's objective is to give a thorough overview of the literature in the field of “quiet quitting.” This paper presents literature review on quiet quitting, analyzing its conceptual framework, antecedents, outcomes, and potential strategies for addressing this pervasive issue.

Using the keywords “quiet quitting” and “silent quitting” from the Scopus database, a systematic review of the literature was conducted, applying the Antecedents-Behaviour-Consequences (ABC) approach, popularized by B.F Skinner, to get a conceptual clarity of this topic. There were just twenty articles discovered in the search until October 15, 2023. This review was undertaken after full-text screening of relevant studies, which are duly cited. The literature review also revealed some themes that are discussed in the study.

The study identifies relevant “quiet quitting” definitions as well as potential individual and organizational-level causes using a descriptive and thematic review of the literature. Additionally, critical insights and research gaps that could be used for empirical studies are identified.

This study provides as a roadmap for organizations to proactively recognize and address concerns, resulting in enhanced workforce well-being and productivity.

The study could spur further research and serve as a resource for scholars interested in the concept of “quiet quitting,” as well as benefiting human resource managers who prefer evidence-based management.

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Quiet quitting: a comprehensive exploration of hidden problems10.1108/DLO-10-2023-0214Development and Learning in Organizations2024-02-06© 2024 Emerald Publishing LimitedVincy KachhapTripti SinghDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-02-0610.1108/DLO-10-2023-0214https://www.emerald.com/insight/content/doi/10.1108/DLO-10-2023-0214/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Building an organizational legacy: four key principles for responsible leadershiphttps://www.emerald.com/insight/content/doi/10.1108/DLO-10-2023-0228/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn response to the prevalent emphasis on short-term leadership, this article introduces a leadership framework that emphasizes four essential principles. These principles are aimed at promoting long-term effectiveness and sustainability in organizations centered on responsible leadership. These principles include developing long-term orientation, embracing organizational diversity, demonstrating emotional intelligence, and prioritizing ethical decision-making. These responsible leadership principles play a critical role in fostering long-term organizational success. This article presents a conceptual framework that organizes and structures the key concepts, ideas, and theories regarding organizational effectiveness and long term viability. For a responsible leader to establish a lasting social legacy and foster sustainable development, it is crucial for them to cultivate a robust and viable corporate culture, built around these four leadership principles. These principles bear witness to the fact that true evidence of sustainable leadership achievement emerges only after the leader's departure. Responsible leaders, through their track record, leave behind a social legacy by nurturing long-term organizational viability. To ensure a positive and enduring legacy beyond their leadership tenure, leaders can adopt these five principles that provide a foundation for the organization to thrive well into the future. In the modern context, many leaders hesitate to make tough decisions due to the prevailing focus on immediate results. Followers, stakeholders, and investors prioritize quick responses, often at the expense of long-term considerations. However, by prioritizing the implementation of these four principles, leaders can overcome the allure of immediate gratification and instead, shift their focus toward long-term success measured in years, not just months. In leadership, the legacy left behind holds greater significance than we often realize, and recognizing this importance is crucial for the future prosperity of our organizations.Building an organizational legacy: four key principles for responsible leadership
James Welch
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

In response to the prevalent emphasis on short-term leadership, this article introduces a leadership framework that emphasizes four essential principles. These principles are aimed at promoting long-term effectiveness and sustainability in organizations centered on responsible leadership. These principles include developing long-term orientation, embracing organizational diversity, demonstrating emotional intelligence, and prioritizing ethical decision-making. These responsible leadership principles play a critical role in fostering long-term organizational success.

This article presents a conceptual framework that organizes and structures the key concepts, ideas, and theories regarding organizational effectiveness and long term viability.

For a responsible leader to establish a lasting social legacy and foster sustainable development, it is crucial for them to cultivate a robust and viable corporate culture, built around these four leadership principles. These principles bear witness to the fact that true evidence of sustainable leadership achievement emerges only after the leader's departure. Responsible leaders, through their track record, leave behind a social legacy by nurturing long-term organizational viability. To ensure a positive and enduring legacy beyond their leadership tenure, leaders can adopt these five principles that provide a foundation for the organization to thrive well into the future.

In the modern context, many leaders hesitate to make tough decisions due to the prevailing focus on immediate results. Followers, stakeholders, and investors prioritize quick responses, often at the expense of long-term considerations. However, by prioritizing the implementation of these four principles, leaders can overcome the allure of immediate gratification and instead, shift their focus toward long-term success measured in years, not just months. In leadership, the legacy left behind holds greater significance than we often realize, and recognizing this importance is crucial for the future prosperity of our organizations.

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Building an organizational legacy: four key principles for responsible leadership10.1108/DLO-10-2023-0228Development and Learning in Organizations2024-03-06© 2024 Emerald Publishing LimitedJames WelchDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-03-0610.1108/DLO-10-2023-0228https://www.emerald.com/insight/content/doi/10.1108/DLO-10-2023-0228/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Sustaining talent: a social exchange perspective on the Generation Z workforcehttps://www.emerald.com/insight/content/doi/10.1108/DLO-11-2023-0245/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization. The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture). The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication. The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.Sustaining talent: a social exchange perspective on the Generation Z workforce
Smita Chaudhry
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization.

The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture).

The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication.

The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.

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Sustaining talent: a social exchange perspective on the Generation Z workforce10.1108/DLO-11-2023-0245Development and Learning in Organizations2024-02-21© 2024 Emerald Publishing LimitedSmita ChaudhryDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-02-2110.1108/DLO-11-2023-0245https://www.emerald.com/insight/content/doi/10.1108/DLO-11-2023-0245/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The dark side of mentoring: A Viewpointhttps://www.emerald.com/insight/content/doi/10.1108/DLO-11-2023-0251/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper examines the dark side of mentoring, its far-reaching effects and organizational interventions for navigating it. Literature review and narrative analysis are adopted to achieve the objective of the paper. Review of extant literature highlights the multiple consequences of the dark side of mentoring. Recommendations include specialized training interventions, period appraisals of formal mentoring arrangements, zero-tolerance ethical frameworks and employee assistance programmers. A substantive portion of literature on mentoring has lauded its benefits for career progression and competitive advantage. This viewpoint explores its limitations and liabilities in an organization.The dark side of mentoring: A Viewpoint
Adebukola E. Oyewunmi, Robert Ebo Hinson
Development and Learning in Organizations, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper examines the dark side of mentoring, its far-reaching effects and organizational interventions for navigating it.

Literature review and narrative analysis are adopted to achieve the objective of the paper.

Review of extant literature highlights the multiple consequences of the dark side of mentoring. Recommendations include specialized training interventions, period appraisals of formal mentoring arrangements, zero-tolerance ethical frameworks and employee assistance programmers.

A substantive portion of literature on mentoring has lauded its benefits for career progression and competitive advantage. This viewpoint explores its limitations and liabilities in an organization.

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The dark side of mentoring: A Viewpoint10.1108/DLO-11-2023-0251Development and Learning in Organizations2024-03-05© 2024 Emerald Publishing LimitedAdebukola E. OyewunmiRobert Ebo HinsonDevelopment and Learning in Organizationsahead-of-printahead-of-print2024-03-0510.1108/DLO-11-2023-0251https://www.emerald.com/insight/content/doi/10.1108/DLO-11-2023-0251/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited