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The article presents a practical approach to generating collective learning in organisations. The approach utilises a low profile on‐line group process support technology known as Teamworker, which is based on a wireless handset design. Group interactive sessions are arranged with a series of groups of eight to 16 employees from across the organisation. A case study is presented in order to demonstrate that this method can capture the interplay between individuals and groups of employees by aiding a process of dialogue that is central to organisational learning. The mode of operation of the technology, and the design of the group process, are critical elements to minimise defensive reactions of individuals, while seeking to maximise the outputs of collective communication and learning taking place in a political environment. Our conclusion at this stage is that this is a promising approach that is capable of further research and development by means of fieldwork linked with theory.

The purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education, one is an army unit, and the fourth is an organisation responsible for aviation safety.

The research was based on qualitative analyses of what made the four organisations learning communities. This comprised interviews with key personnel and responding to a 15‐item questionnaire.

In the Australian example, specialised areas of responsibility were established to facilitate change. In the Indonesian example, a colonial past, a political/cultural divide, a feudalistic approach to modern day problems and a rich tradition presented a challenge to innovation. In the army unit, highly specialised knowledge had to be acquired, adapted and applied. In the aviation safety organisation, technological issues specifying flight operations were the main focus. This organisation was akin to both a learning organisation and an innovative knowledge community, although working within a bureaucratic structure.

One limitation was access to personnel such as CEOs. Another was translating the questionnaire into Indonesian. A third was related to confidentiality, i.e. should participants reveal the identity of their parent organisation, and their own?

The study identified the need to re‐define strategic objectives. Organisations must undertake this task when faced with changing circumstances.

The paper has value because it looks at effective, learning communities and the formal and the informal learning process.

The purpose of this paper is to introduce the topic and review the contributions of the special issue papers on cross-sector dialogue for sustainability. The paper also presents avenues for further research.

The paper is based on a review of the current literature on cross-sector partnership and dialogue. It explores the current issues in cross-sector partnerships through a discussion of the papers accepted for the special issue, their focus, findings and key contributions.

It highlights three main key research themes and learnings from the special issue papers: a high level of “hybridity” of collaboration forms, which involve important tensions; a need to understand partnership in its context and the importance of the individual level in cross-sector collaboration.

The authors call for attention to be paid to two forms of myopia: a tendency to view partnerships primarily from a resource-based view (without much attempt to measure societal impact) and a reluctance to be explicitly critical (despite empirical evidence of some suboptimal aspects of partnerships).

The authors call for researchers to move away from a resource-based approach to one that is situated in exploring the value derived from partnerships in the broader societal context. The authors suggest some avenues for further research to move the discussion beyond the partnership imperative.

The paper outlines the need to critically revisit the very essence of what real partnership means and whether dialogue is really taking place.

Current research argues that there is a positive relationship between entrepreneurial marketing (EM) and business performance. However, this relationship has only been discussed in a relatively stable environmental situation and it is not clear whether such a relationship remains positive during environmental turbulence (ET) and whether organizations adopting EM activities during such turbulence, will change their behavior to enhance their performance. Thus, this study aims to examine the relationship between EM and the performance of Egyptian banks. Furthermore, building upon environmental contingency theory, this study examined the moderating role of ET on the relationship between EM and the performance of banks in Egypt.

Data were collected during the period March–June 2020 using a sample of 358 employees working in 20 banks in Egypt. Online surveys and self-administered questionnaires were used to collect the required data during the COVID-19 pandemic. The hypotheses were tested through structural equation modeling using SPSS 25.

The main results of this study indicated that EM and bank performance are positively related. Results also showed that ET and technological turbulence positively moderates this relationship, i.e. this relationship is more robust in highly turbulent business environments than in more stable environments.

This study provides useful managerial and practical implications. Fruitful insights can be communicated to bank managers in Egypt on the importance of EM and its implications for performance. With an increased understanding of EM, bank managers will come to understand that EM is critical for the sustainability and development of their banks.

An extensive review of the existing research material indicates that this is the first study to examine the relationship between EM and Egyptian banking performance and the moderating role of ET, particularly in large organizations.