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Available. Open Access. Open Access
Article
Publication date: 9 March 2022

Cheryl Brook and Christine Abbott

This study aims to explore a self-managed action learning (SMAL) initiative undertaken by social work assessors in England, which led to insights into the practice of SMAL.

919

Abstract

Purpose

This study aims to explore a self-managed action learning (SMAL) initiative undertaken by social work assessors in England, which led to insights into the practice of SMAL.

Design/methodology/approach

The paper draws upon the experience of the authors in relation to an actual SMAL intervention in a social care context in England.

Findings

The paper suggests that, in contrast to extant literature, it is not the absence of an “expert” facilitator, which has proved to be most challenging but rather dealing with the practicalities of managing inter-organisational sets online. Specific individual and inter-organisational learning came about as a result of the SMAL initiative, including the implementation of inter-organisational networking to support isolated assessors.

Research limitations/implications

The ideas and perspectives discussed in this paper will be explored through further empirical research.

Practical implications

The paper illustrates how SMAL can be implemented and suggests how it can facilitate organisational and individual learning.

Social implications

The paper discusses an initiative with the aim of better supporting assessors of newly qualified social workers; a task of enormous importance to the future of social work practice in England.

Originality/value

The paper contributes to a limited literature on the practice of SMAL. The uniqueness comes from both the multi-organisational aspect of the programme, that it is self-managed and delivered virtually.

Details

Journal of Work-Applied Management, vol. 14 no. 2
Type: Research Article
ISSN: 2205-2062

Keywords

Available. Open Access. Open Access
Article
Publication date: 15 June 2002

Joseph L. Curtin

Businesses use both classroom and facilitation forms of leadership development. In this article I describe over 20 leadership-development methods, placing them in either of two…

39

Abstract

Businesses use both classroom and facilitation forms of leadership development. In this article I describe over 20 leadership-development methods, placing them in either of two categories, classroom or facilitation. I then provide the results of a quick survey of leadership development companies on the Internet, over 200 in all, about which group of methods they used most commonly. Results suggest that facilitation, of both groups and individuals (in the form of coaching), is more common than might be expected and as suggested in research by others.

Details

Journal of Leadership Education, vol. 1 no. 1
Type: Research Article
ISSN: 1552-9045

Available. Open Access. Open Access
Article
Publication date: 15 September 2022

Sony Mathew and Hamid Seddighi

This paper provides remarkable insight into the structural components of a firm's core competence and its development via research and development (R&D) activities for innovation…

1596

Abstract

Purpose

This paper provides remarkable insight into the structural components of a firm's core competence and its development via research and development (R&D) activities for innovation and exporting activities.

Design/methodology/approach

The authors have used a positivist design and a deductive methodology. The authors have examined the extant literature developing a theoretical framework to empirically investigate the relationships between a firm's core competence, organisational learning (OL), tacitness, dynamic capability and R&D activities. To carry out this investigation, the authors have collected stratified sample data from 330 firms operating in North East England, a peripheral region of England.

Findings

The authors have found that there are indeed significant statistical relationships between these structural components, R&D activities and a firm's core competence, and this nexus is pertinent to innovation and exporting. Furthermore, it is found that North East England is significantly constrained by the lack of finance, technological capability, experts and brain drain. Based on these findings, the authors propose a cooperative R&D framework to narrow down these constraints to assist firms in developing core competencies for innovation and exporting in peripheral regions.

Social implications

There is an urgent need to investigate the incidence of knowledge-driven activities, R&D, the extent of innovation and exporting activities of firms operating in North East England, a peripheral region of the United Kingdom (UK).

Originality/value

This study provides an original and systematic investigation of the firm's core competence and its formation via key structural components for innovation and exporting within an empirical framework.

Details

European Journal of Management Studies, vol. 27 no. 3
Type: Research Article
ISSN: 2183-4172

Keywords

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