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Continuous Learning (continuous + learning)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	83%

Selected Abstracts

Continuous Learning in Organizations: Individual, Group, and Organizational Perspectives by Valerie I. Sessa and Manuel London

PERSONNEL PSYCHOLOGY, Issue 2 2008
Article first published online: 12 MAY 200
No abstract is available for this article. [source]

A strategic approach to advancing sustainability at Steelcase

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2006
Allan W. Smith
To minimize its environmental footprint,in fact, to have a positive impact everywhere it operates,Steelcase pursues many paths to sustainability: environmentally friendly facilities and processes, eco-sensitive products and materials that can be re-used and recycled, informing and engaging stakeholders, and sharing learning with others in the industry, to name just a few. Challenging itself to do more through continuous learning and improvement is at the core of a green strategy that has earned accolades for the company. © 2006 Wiley Periodicals, Inc. [source]

The successful management of organisational change in tourism SMEs: initial findings in UK visitor attractions

INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 4 2008
Rune Todnem By
Abstract Organisational change management theory for small and medium-sized enterprises (SMEs) within the tourism industry is an under-researched field. Changing political, economic, social and technological factors can leave unprepared SMEs exposed to external as well as internal pressures, which can lead to underperformance, or in worst case scenario, business failure. This paper, reporting on the findings of exploratory research of nine UK-based visitor attractions, all qualifying as SMEs, suggests that the successful management of change is crucial for SMEs' survival and success. The findings argue that the current approach taken to organisational change management within the industry is bumpy incremental, bumpy continuous and planned. Hence, the paper provides a framework for managing organisational change based on eight critical success factors identified by the study: adaptability and flexibility, commitment and support, communication and co-operation, continuous learning and improvement, formal strategies, motivation and reward, pragmatism, and the right people. Copyright © 2008 John Wiley & Sons, Ltd. [source]

Organizational meta-scripts as a source of high reliability: the case of an army armored brigade

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2003
Dov Zohar
Many high-reliability organizations must deal with the problem of requisite cognitive variety in operators of interactively complex technological systems. The present study describes an organizational script strategy dealing with this problem, based on development of shared meta-scripts sustained by continuous learning. Analysis of mission briefing and debriefing protocols in an armored brigade indicated that most task-related interactions were based on script language (i.e., verbs and action phrases signifying particular meta-scripts and relevant contingencies). These protocols suggest that script-trained operators construe complex missions as interchangeable combinations of 15 meta-scripts, reducing cognitive demands or requisite variety to manageable proportions. An ongoing learning process, maintained via repeated script-based feedback during debriefings, further reduces cognitive demands by increasing available variety in operators. Implications for performance reliability in ordinary organizations are discussed. Copyright © 2003 John Wiley & Sons, Ltd. [source]

The correlates and influences of career-related continuous learning: Implications for management professionals

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2010
Kevin D. Kuznia
Management personnel are increasingly aware that career success depends on the ability to continuously learn and adapt to the environment. However, scant attention has been paid to how learning activities contribute to managerial success. This study examines the degree to which involvement in career-related continuous learning affects managerial career success. Career success as defined in this study comprises both objective (ascendancy) and subjective (organizational commitment, professional commitment, career satisfaction) elements. Five hypotheses are tested using linear regression modeling. Results indicate that as individuals increase participation in career-related continuous learning, their managerial career success increases as well. [source]