Publication Date
| In 2025 | 0 |
| Since 2024 | 0 |
| Since 2021 (last 5 years) | 0 |
| Since 2016 (last 10 years) | 1 |
| Since 2006 (last 20 years) | 2 |
Descriptor
| Case Studies | 3 |
| Transformative Learning | 3 |
| Models | 2 |
| Organizations (Groups) | 2 |
| Buddhism | 1 |
| Classification | 1 |
| Confucianism | 1 |
| Environmental Education | 1 |
| Foreign Countries | 1 |
| Global Approach | 1 |
| Holistic Approach | 1 |
| More ▼ | |
Source
| Learning Organization | 3 |
Author
| Blackman, Deborah | 1 |
| Henderson, Steven | 1 |
| Hong, Jacky | 1 |
| Mak, Carry | 1 |
| Schwarzin, Lisa | 1 |
| Snell, Robin Stanley | 1 |
| Wals, Arjen E. J. | 1 |
Publication Type
| Journal Articles | 3 |
| Reports - Descriptive | 1 |
| Reports - Evaluative | 1 |
| Reports - Research | 1 |
Education Level
| Adult Education | 1 |
Audience
Location
| India | 1 |
| Netherlands | 1 |
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Peer reviewed
Direct linkMak, Carry; Snell, Robin Stanley; Hong, Jacky – Learning Organization, 2020
Purpose: The purpose of this paper is to investigate Peter Senge's ideas from the perspective of the spiritual ideal of harmony/He ([foreign character omitted]). Design/methodology/approach: Following a literature review of the conceptualization of Senge's fifth discipline and harmony, an appreciative case study of Alibaba is adopted to…
Descriptors: Religious Factors, Spiritual Development, Transformative Learning, Organizational Culture
Wals, Arjen E. J.; Schwarzin, Lisa – Learning Organization, 2012
Purpose: This paper aims to introduce and investigate dialogic interaction as a key element of achieving a transition towards sustainability in people, organizations and society as a whole. Furthermore "sustainability competence" as a potential outcome of such interaction is to be introduced, referring to the capacities and qualities…
Descriptors: Holistic Approach, Interaction, Case Studies, Models
Blackman, Deborah; Henderson, Steven – Learning Organization, 2005
Purpose: In this paper it is held that a transformational learning organisation could be clearly distinguished from non-learning organisations. This paper seeks to establish whether or not this is actually the case. Design/methodology/approach: Case studies were developed for two organisations considering themselves to be learning organisations…
Descriptors: Organizations (Groups), Learning Processes, Transformative Learning, Organizational Change
