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Article
Publication date: 1 October 1998

Roberta Hill, Tony Bullard, Phillip Capper, Kathryn Hawes and Ken Wilson

This paper reports findings from five case studies of New Zealand organisations that introduced new initiatives such as TQM and “learning organisation” concepts as a result of…

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Abstract

This paper reports findings from five case studies of New Zealand organisations that introduced new initiatives such as TQM and “learning organisation” concepts as a result of facing a business environment of continuous change and uncertainty. The case studies, carried out between 1993‐96, highlight seven crucial limitations in the debate about the appropriate skills for such environments. Research findings also provide: evidence of the core skills that employees and managers need for such environments; and a new paradigm of the critical organisational characteristics, culture and form that facilitate learning in these conditions; and the implications for managers, human resource practitioners and training providers.

Details

The Learning Organization, vol. 5 no. 4
Type: Research Article
ISSN: 0969-6474

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