A leadership development course that focused on culture changes in a health care system used Senge's five disciplines for creating a learning environment. Leaders were trained to recognize the features of a learning organization, encourage staff accountability for continuing education, and model learning behaviors for staff. (SK)

Studied attitudes of hospital staff toward changes designed to optimize the care of children at a children's hospital. Responses of staff members to a survey showed pride in being employed at the hospital. These responses will be compared with data collected in July 2000. (SLD)

An analytical management approach reflects a traditional perspective and an interpretive approach involves a perspective suited to rapidly changing, unpredictable markets. Both approaches are valid, but each serves different purposes and calls for different strategies and skills. (JOW)

Analysis of a study of 16 businesses that recently internationalized identified five stages of the process: aspirational, procedural, behavioral, interactional, and conceptual. Needs for management learning varied with each stage, mostly involving tacit knowledge; reflective, action-oriented approaches; and generative double-loop learning. (SK)

Proposes a model that links three leadership behaviors (visioning, empowerment, and leading-learning) to five stages of a learning organization (forming, developing, mature, adapting, and learning). (SK)

Describes how Florida's public liberal arts college, New College, is becoming a freestanding institution separated from the University of South Florida, but that independence may force a change in its mission. (EV)

Irish business surveys in 1993 (n=654) and 1996-97 (n=215) were used to estimate productivity effects of training. General rather than specific training had positive effects on productivity regardless of changes in work organization, firm size, or level of human capital before training. (SK)

Evaluations of the reengineering of business processes in three companies examined the relationship with organizational learning and innovation. Understanding and mapping existing processes helped identify weaknesses; skills required to make processes operational were clarified; implementation of the reengineering was facilitated by knowledge of…

A study of Irish multinational companies identified antecedents to organizational learning: nature of global business, anthropomorphism, dissatisfaction with traditional paradigms, customer-responsive culture, and intellectual capital. The path to the learning organization builds on these antecedents in an environment of innovation focused on…

Describes the activities done and supported by Chief Knowledge Officers (CKO) and Chief Learning Officers (CLO). Reports on the common characteristics of organizations that foster and support knowledge management, organizational learning, and the formation of CKO and CLO positions. (JOW)

Drawing on the organizational learning literature, reorders Senge's (1990) five capacities to show how individual learning can normally be developed into collective learning. Identifies the important roles played by the external environment and internal organizational conditions, which may facilitate or deter the process. (EV)

Purpose - This study seeks to understand the college-to-work transition process from the perspectives of a group of new management consultants. Design/methodology/approach - This study focuses on the experience of a group of management consultants, how they construct meaning in their work, and the workplace itself. Participants in this study…

In 1987 the federal government permitted states to raise the speed limit on their rural interstate roads, but not on their urban interstate roads, from 55 mph to 65 mph. Since the states that adopted the higher speed limit must have valued the travel hours they saved more than the fatalities incurred, this institutional change provides an…

Comprehensive school reform (CSR) projects are being funded throughout the United States in a determined effort to improve the performance of public education. The multidimensional nature of comprehensive school reform presents unique challenges for explaining widely discrepant outcomes among schools. These challenges are addressed in a study of 8…

Institutions of higher education are complicated, unwieldy things. This is part of their beauty, but it is also part of their difficulty, for their complications make them slow to change, even when the value of change is widely agreed upon. Whether change grows from a campus-wide mandate with strong support, or is the aspiration of a small group…