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The paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

AS research inspired by Peter Senge's learning organization matures, employee commitment is perhaps the hottest topic around. Why? It is because it makes a big difference to employee performance. Can it be proved? This study of attitudes among executives by Brian Pool and Steven Pool of Ashland University in Ohio, USA has found direct cause and effect. This is just one of four key relationships that the researchers established.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this paper is to showcase that the integration of academic assessment with workplace performance appraisal practices can help to address the gap between graduate employability skills and employers’ requirements. Employability refers to learning of transferable skills.

The integrated assessment criteria grid by which the quality of the assignments may be judged was developed and discussed with the students. Grades achieved by each assessment criterion are analysed and inferred as to whether students have learned the desired transferable skills.

Such integration strengthens the theoretical argument on the importance of formative assessment as a way to nurture students’ learning. The transferable skills that students appeared to have learnt include “use of relevant data, meticulous, attention to details, structure & systems thinking, critical thinking and writing skill”.

Only one cohort of students is involved and their participation in the discussion is on a voluntary basis. The paper was not able to address students who did not appear to have learnt the transferable skills.

Employers are more cognisant of the quality of the management students graduating from this university. The learning of transferable skills reflects creativity development, and this contributes to the theory of knowledge which emphasises the importance of developing creativity through education.

This paper introduces a new form of formative assessment as a way to nurture students’ learning of transferable skills within a coursework assignment setting.

The purpose of this study is to investigate the nature of organizational commitment and the impact on executive's motivational level in providing job satisfaction within a learning organization.

A management development model examines the relationship between the measurable constructs. The model explores the relationship between the executive's motivation level and their outcome with job satisfaction and organizational learning.

The results indicate there is a goodness‐of‐fit for the research model. The path coefficients explained a significant amount of variation along with the identification that organizational commitment is a significant attribute in the management development model.

Limitations include the self‐report methodology that measures perceptual data with a series of questionnaire items.

The study examines executive's perceptions and the significance of organizational commitment. Management development specialists will recognize the dynamics of organizational commitment and its linkage with motivation and job satisfaction in a learning organization. There are practical applications for management development specialists and the model supports an environment in which employees are encouraged to use new behaviors and operation processes within the learning organization.

An organizational development model is developed to measure the constructs of a learning organization. A descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization. The study investigated the attributes of a learning organization and its influence upon employee motivation. A total of 307 executives participated in the survey. The survey revealed that many executives had pursued professional development programs in TQM principles and/or in Senge’s organizational learning principles over the last four years. The executives completed a questionnaire measuring their perceptions involving the principles of a learning organization, TQM attributes, and their organizational culture. The results indicate a corporation implementing TQM principles in a supportive organizational culture has a positive and significant relationship with organizational learning compared to those executives not exposed to these constructs. Also, the findings revealed a positive and significant relationship between a learning organization and the motivational level of its business executives.

Strategic planning is a management process preparing executives’ minds for identifying major opportunities within the organization that impact future decisions. This planning process entails managerial choices and signals organizational commitment to specific markets, competitive approaches, and methods of operation.

Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three organizational cultures and the role stressors within a business environment. The best fit model is statistically created and tested by applying a structural equation model. The results indicate that a constructive culture will significantly reduce role stressors, thereby: decreasing job tension and increasing job satisfaction, job performance, and job commitment. The corporate culture’s taproot is the organization’s beliefs and philosophy in how it conducts business. Beliefs and practices that become embedded in a company’s culture can originate from a number of sources. The beliefs, vision, objectives, and business approaches and practices supporting a company’s strategy may be compatible with its culture or possibly not. When they are, the culture becomes a valuable ally in strategy implementation and execution. When this is not accomplished, a company finds it difficult to implement the strategy successfully.

State and national standards compel teachers to introduce historical topics through multiple diverse texts, emphasizing the use of informational texts. Trade books allow teachers to meet these standards while also meeting the needs of diverse students. Primary sources serve as an additional curricular resource filling the gaps in information not covered by textbooks and trade books and allowing students to gain a more complete and accurate understanding of historical figures and events. Standards leave the selection and implementation of appropriate trade books, primary sources, and other curricular resources to the classroom teacher. In this research, I qualify and quantify how President Andrew Jackson, a very controversial historical figure, is portrayed in trade books. Misrepresentations within trade books concerning Jackson are reported and analyzed. Suggestions and a rationale for trade book and primary source selection and implementation in elementary, middle, and secondary school are addressed.

Purpose – This chapter examines the licensing behavior of patent pools when they are unconstrained by antitrust rules.

Design/methodology/approach – Patent pools allow competing firms to combine their patents and license them as a package to outside firms. Regulators today favor pools that license their patents freely to outside firms, making it difficult to observe the unconstrained licensing strategies of patent pools. This chapter takes advantage of a unique period of regulatory tolerance during the New Deal to investigate the unconstrained licensing decisions of pools. Archival evidence suggests that – in the absence of regulation – pools may not choose to license their technologies.

Findings/originality/value – Eleven of twenty pools that formed between 1930 and 1938 did not issue any licenses to outside firms. Three pools granted one, two, and three licenses, respectively, to resolve litigation. Six pools issued between 9 and 185 licenses. Archival evidence suggests that the pools studied in this chapter used licensing as a means to limit competition with substitute technologies.