Climate adaptation and learning support organizations in dealing with the current and projected consequences of climate change by recognizing challenges as opportunities, ensuring business continuity and increasing their economic efficiency. Beside material resources, climate adaptation requires knowledge, technical expertise, and learning…

The current fiscal environment has driven Canadian universities to become more entrepreneurial, seeking out and competing over new sources of funding. Despite such intensifying competition, little effort has been made to document the promotional tactics that Canadian universities are using to render themselves appealing to external audiences. This…

Within the unique and complex settings of university hospitals, it is difficult to implement policy initiatives aimed at developing careers in and improving the quality of academic medical teaching because of the competing domains of medical research and patient care. Factors that influence faculty in making use of teaching policy incentives have…

Peer review of teaching is recognized increasingly as one strategy for academic development even though historically peer review of teaching is often unsupported by policy, action and culture in many Australian universities. Higher education leaders report that academics generally do not engage with peer review of teaching in a systematic or…

The new strategic paradigm of resource development described in this paper recognizes that there are a number of important resources, in addition to financial ones, that are important to support the mission and to achieve the vision of a nonprofit organization, such as a college or university. It acknowledges and utilizes board members, with…

Action learning encourages individual reflection, insightful questioning and assumption breaking that result in changes in attitude and behaviour. This learning process provides the potential to explore and solve complex organizational problems such as the question of how to develop a future business strategy. Existing literature on the process of…

Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance. This article explores the strategic role of HRD in the context of organizational crisis management using Garavan's strategic HRD model as…

Redefines and enhances nine characteristics of strategic human resource development (SHRD) in Garavan's model. Builds a new model illustrating how company mission defines strategy. The model links training with organizations that have no learning culture, HRD with a weak learning culture, and SHRD with a strong learning culture. (SK)

Results-based management (RBM) is an approach to programme planning and management that integrates strategy, people, resources, processes and measurements to improve decision-making, transparency and accountability. The Commonwealth of Learning (COL) began the adoption of a RBM model with its 2003-2006 Three-Year Plan. This led to a significantly…

Reviews literature on knowledge management and organizational learning; highlights the significance of networks, alliances, and interorganizational relationships. Refines a model of organizational learning to account for different levels: individual, interdepartmental, team, organizational, and interorganizational learning. (Contains 62…

Defines appreciative inquiry as a change model that uses traditional organizational development processes (team building, strategic planning, business process redesign, management audits) in a new way, both as a philosophy and as a process. Emphasizes collaboration, participation of all voices, and changing the organization rather than the people.…

A study investigated the hypothesis that strategic human resource development shapes rather than supports corporate strategy. Data from 96 companies were used to analyze and revise a model of strategic partnerships. (Contains 92 references.) (SK)

Traditional school planning approaches no longer serve (British) schools' needs. Strategy as applied to school planning is only of partial use. Schools need new avenues to meet the challenge of effective leadership and management. One alternative employs "strategic intent" encapsulated in a new model replacing the limited…

Purpose: To develop a theoretical model for strategic change that links learning in an organization to the strategic process. Design/methodology/approach: The model was developed from a review of literature covering a range of areas including: management, strategic planning, psychology of learning and organizational learning. The process of…

Suggests that organizational effectiveness research has made considerable progress in empirically deriving a systematic framework of theoretical and practical utility in Australian higher education. Offers a taxonomy based on the competing values framework and discusses use of inter-organizational comparisons and profiles for diagnosis in…