Journal of Workplace Learning: Volume 22 Issue 8

Adaptive learning and reduced cognitive uncertainty in a financial organization

Yngve Antonsen, Odd Arne Thunberg, Tom Tiller

This paper analyses and discusses the “learning activities” that comprise obligatory learning at work by employees each month. The management strategy is to use these learning…

Past organizational change and managerial evaluations of crisis: A case of double‐loop learning effects in non‐profit organizations

Rita S. Mano

This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested…

Human resource strategic management in NPOs: An explorative study on managers' psychosocial training

Paula Benevene, Michela Cortini

This explorative research aims at examining the social representation of psychosocial training in NPOs managers.

Workforce cross training: a re‐emerging trend in tough times

Carmen Abrams, Zane Berge

This paper aims to explore advantages, disadvantages, advice and concerns regarding workforce cross training practices, as well as examples of businesses and organizations that…

Editorial

Sara Cervai, Tauno Kekale