Training for innovation: Understanding the effect of training and development events on small services firms

Abstract

Purpose

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

Design/methodology/approach

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

Findings

The term “middle manager” never feels a particularly satisfactory one. It is the sort of term that people who are in middle management would probably not use to describe their role. They may use head, lead or executive, but they would not rush to place themselves in the middle management bracket. It is, of course, a useful descriptive term, but again you would probably not use it to someone’s face. “Oh, you’re a middle manager, aren’t you?” sounds like you are damning someone with faint praise rather than lauding their achievements in their career so far.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Training for innovation: Understanding the effect of training and development events on small services firms", Development and Learning in Organizations, Vol. 34 No. 6, pp. 13-15. https://doi.org/10.1108/DLO-10-2019-0231