The Learning Organization: Volume 24 Issue 4

N-loop learning: part II – an empirical investigation

Bernard L. Simonin

Through a survey of firm’s experiences with strategic alliances and a structural equation modeling approach, the aim of this study is to stimulate further interest in modeling and…

Why is organizing human resource development so problematic?: Perspectives from the learning-network theory (Part II)

Rob F. Poell, Ferd Van Der Krogt

Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support…

The dialectical development of “storytelling” learning organizations: A case study of a public research university

Yue Cai Hillon, David M. Boje

Calls for dialectical learning process model development in learning organizations have largely gone unheeded, thereby limiting conceptual understanding and application in the…

A note on systems intelligence in knowledge management

Yasuo Sasaki

This paper aims to show that systems intelligence (SI) can be a useful perspective in knowledge management, particularly in the context of the socialization, externalization…

Error management practices interacting with national and organizational culture: The case of two state university departments in Turkey

Söheyda Göktürk, Oguzhan Bozoglu, Gizem Günçavdi

Elements of national and organizational cultures can contribute much to the success of error management in organizations. Accordingly, this study aims to consider how errors were…

Managing people and learning – major challenge for modern managers

Nataša Rupčić

Media Reviews: Center for Organizational Learning, Innovation and Knowledge website, Institute for Innovation and Knowledge Management website, and Learning in the Modern Workplace blog

Teresa Rebelo