Empirical evidence indicates that learning in many organizations is simple rather than complex, and many organizations seem to be unable to reflect on and draw from learning processes. An ecological broadening of perspectives is recommended as a solution. (SK)

Case studies of four Spanish ceramics companies were used to construct a theoretical model of 14 factors essential to organizational learning. One set of factors is related to the conceptual-analytical phase of the product design process and the other to the creative-technical phase. All factors contributed to efficient product design management…

Describes the conceptual frameworks and methods used to evaluate a multisite, regional capacity-development project in Latin America and the Caribbean. Discusses the challenges facing capacity development and its evaluation and illustrates some of the procedures used. (SLD)

A conceptual framework based on knowledge management, learning organizations, and organizational learning is used to develop a model of the ideal corporate university, a human resource development strategy that includes four interrelated core processes: knowledge systems and processes, networks and partnerships, people processes, and learning…

Describes how technical communicators can become involved in knowledge management. Examines how technical communicators can teach organizations to design, access, and contribute to databases; alert them to new information; and facilitate trust and sharing. Concludes that successful technical communicators would do well to establish a culture that…

Six training industry leaders ( Warren Bennis, W. Warner Burke, Gloria Gery, W. Mathew Juechter, Geary Rummler, and Noel Tichy) look at the future of the industry. Themes include the crisis of leadership in the wake of corporate scandals and challenges for organizational learning and development. (JOW)

Discusses the difficulty in measuring the return on investment in e-learning. Describes multilevel measurements, including participant expectations, cost effectiveness, speed, and performance improvement. (JOW)

The number of chief learning officers, mostly in Fortune 500 companies, has increased significantly in recent years. The increase does not indicate that companies are committed to strategic learning; executives want proof that it helps the bottom line. (JOW)

Examines the effects of founding events on the evolution of subunit importance in the semiconductor industry from 1958 to 1985. Distributions of power and subunit importance represent not only influences of current conditions, but also vestiges of earlier events, including the institution's founding. Includes 55 references. (MLH)

A systems approach to learning organizations recognizes the interdependence of factors in an organization: connected internal and external relationships, connected environment, lived experience, and shared vision. (SK)

Replaces myths of teamwork with these assertions: teams need leaders, teamwork does not preclude individual contribution, teams work best when it is clear who is empowered to make decisions, accountability resides with individual members, and effective leaders enable team members to lead and support each other. (SK)

Discusses reengineering in the context of organizational processes, and presents six steps for reengineering business processes: (1) prepare to reengineer; (2) map what is occurring to accomplish processes; (3) map what should be occurring; (4) implement; (5) evaluate; and (6) monitor. Also offers a related reading list. (JMV)

Presents findings of organizational learning literature that could substantiate claims of learning organization proponents. Examines four learning processes and their contribution to performance-based learning management: knowledge acquisition, information distribution, information interpretation, and organizational memory. (SK)

For technical workers who are valuable employees but not interested in managerial positions, multiple career paths offer a choice of three to five career tracks and lateral as well as vertical career opportunities. Keys to success include rigorous selection criteria and comparable recognition methods. (SK)

Describes the dual career path approach developed by the Exploration Division of British Petroleum for their management and technical employees. (JOW)