Table of contents
Transforming the company: the differing learning practices of successful and unsuccessful companies
Colin Coulson‐ThomasSuccessful and unsuccessful companies adopt very different ways of managing change, competing and winning. Examining outcomes achieved enables the differing attitudes, approaches…
Influencing and negotiating skills: some research and reflections – Part I: influencing strategies and styles
Tony Manning, Bob RobertsonExamines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see…
No Yin without its Yang
Gordon RabeyThe pressures on managers today are increasing and what was current yesterday may be quite different from the uncertainties of tomorrow. Top level leadership may be transient and…
Clerical Medical feeds back on blended learning
Shan WilliamsBlended solutions for training are growing in popularity, but are they more than just a combination of a range of “real” learning techniques? Is it a learning approach in its own…
Learning and development in action learning: the energy investment model
John EdmonstoneIn action learning sets participants bring their personal energy and attitudes. These produce identifiable behaviour styles (not types of people). In the energy investment model…
How training can add real value to the business: part 1
Richard HaleThis is the first of two ground‐breaking articles set to challenge the training community with a call to action written by Dr Richard Hale, a leading proponent of action learning…
Building a new performance vision for results
Thomas J. LaBonteIncreasingly line managers are expressing frustration at receiving incomplete performance solutions, weak return on investment, and less than expected results from performance…
ISSN:
0019-7858e-ISSN:
1758-5767ISSN-L:
0019-7858Online date, start – end:
1969Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Siham Lekchiri
- Dr Adriano Solidoro