Citation
Cunningham, I. (2006), "a", Development and Learning in Organizations, Vol. 20 No. 2. https://doi.org/10.1108/dlo.2006.08120baa.001
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited
a
As Editor I take seriously the role of making certain that there is both a diverse mix of offerings in the journal as well as keeping up standards and maintaining quality. The Editorial Advisory Board is crucial in this process. Members of it are consulted on factors affecting the journal. Also I call on them if needed to review articles. For instance in this issue it may be recognized that one author is related to me. Hence her article was reviewed by two members of the Editorial Advisory Board and only published after accommodating their suggested modifications to the text. I needed to distance myself from this process.
Given our desire to have a good mix of articles we are looking at the need to have peer reviewed articles as part of the normal operation of the journal so that academics may feel more encouraged to write for us. However we will not change the requirements for jargon-free, accessible pieces in any developments that are initiated. Comments from readers on this matter would be welcomed.
This issue of the journal
The authored articles kick off with a piece from Anne Gimson on slow learning. The idea of avoiding quick-fix approaches to complex learning needs is explored here – and her article can usefully be read alongside two review articles on training, namely “Learning to improve performance” and “Does training benefit the SME employee?”.
Lucy Cunningham comments on the need for branding in learning and development functions, and offers some advice to those wanting better marketing of their activities.
Coaching is still a poplar topic and Michita Rodsutti provides a neat and simple model based on experience in Thailand.
Diagnostic methods are important in organization development and Paul Davis champions the use of the critical incident method in his article.
The last of the authored articles looks at research in Singapore on aspects related to organizational learning and is by Roland Yeo.
The last two review articles raise interesting cross-cultural factors. “Sharing cultural experiences” uses US evidence whereas “Overqualified for management” provides fascinating comparisons between Germany and the UK.
Ian CunninghamUniversity of Sussexmailto:ian@stratdevint.com