A literature review explored the effectiveness of cross-cultural managements of multinational companies. The effect of national culture on organizational culture was analyzed and ways in which multinational companies can adopt the national differences were suggested. (Contains 42 references.) (JOW)

Describes how electronic resources can support learning in small and medium-sized enterprises by identifying connections among management strategy, technology deployment, and knowledge creation. Examples of emerging practices in the use of electronic resources are used to develop a matrix that matches type of learning (adaptive, collaborative,…

Makes the case that the effectiveness of the use of information systems (IS) in an organization depends on an evolving understanding of the nature of IS value and that the speed of this organization is, in large part, a function of organizational and IS leadership. Analyzes the role of leadership and its relationship to the concept of absorptive…

Summarizes the history of North American correctional education three ways: chronologically, according to schools of thought or paradigm changes, and from a systems development perspective. Contains 28 references and biographical sketches of leaders of schools of thought. (SK)

Defines the learning company as an organization that facilitates the learning of its members and continually transforms itself in order to meet strategic goals. Supports the concept with a study of personnel directors in eight public and private organizations in the United Kingdom. Proposes guidelines for developing learning companies. (SK)

Discusses the establishment and guiding principles of The International Standing Conference for the History of Education (ISCHE). Traces its founding, meetings, conference topics, membership composition, various organs of the organization and their functions, newsletter publications, and the developmental changes that have occurred in the…

A literature review leads to a model for using performance appraisal information in the process of analyzing training needs. The model identifies performance discrepancies, determines causes, and chooses interventions based on internal (employee) and external (work environment) factors. (SK)

Instead of training staff to deal with problems, organizations need to recognize the problems and change to solve them. Training departments are changing to include organizational development to facilitate teams, design work processes, and get out where the real work happens. (JOW)

A learning organization supports learning at three levels: (1) individual, through continuous opportunities, inquiry, and dialog; (2) team, through action learning and collaboration; and (3) organizational, through systems that capture learning, empower participants, and link to the environment. Leaders who model and support learning at all three…

Focus group discussions with 50 human resource development professionals elicited their opinions on the following: what is a learning organization, what distinguishes organizational from individual learning, what role do training professionals play. Although some clarification was achieved, many thought it essential to the nature of learning…

A leader in human resource development reminisces about the people, places, and programs that made the field what it is today. (JOW)

Research on 50 organizations elicited 19 attributes of learning organizations: individual learning, group learning, streamlined structure, corporate learning culture, empowerment, environmental scanning, knowledge creation/transfer, learning technology, quality, learning strategy, supportive atmosphere, teamwork/networking, vision, acculturation,…

Key elements of learning organizations are as follows: understanding strengths, weaknesses, threats, and opportunities; open-book management; streamlined processes; team spirit; lifelong learning and skill recycling; and removing anxiety. A learning organization consists of empowered, motivated people committed to improving continuously. (SK)

Because traditional leadership discourages creativity and initiative, an alternative model is needed for transforming organizational culture. Key elements are formulating an inspiring vision, determining crucial interventions, developing close friendships with managers, building a network, and seeking support. (SK)

Argues that traditional research model used in industrial-organizational psychology is not useful in understanding deeper dynamics of organizations, especially those phenomena labeled as "cultural." Contends that use of data obtained during clinical and consulting work should be legitimated as valid research data. Spells out clinical model and…