The learning organization is a vital strategy for organizational survival and development, not a quick-fix solution. It can help create sustainable knowledge and make organizations more productive, profitable, and humane places. (SK)

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)

Examines knowledge management from a critical perspective using a model of knowledge construction, embodiment, dissemination, and use. Concludes that organizations should clarify how knowledge is defined, evaluate benefits expected of knowledge management and approaches to knowledge capture, recognize employees as knowledge workers, and view…

Reliance on learning organization rhetoric about people as the competitive edge can be dangerous and costly. The Molecular Development Model, illustrating how individual learning integrated through management development, organizational development, and human resource development can result in a learning organization, addresses these problems. (SK)

Four themes were identified in a conference of managers undertaking workplace learning programs: modeling learning processes in organizations, organizational readiness, teamwork and learning, and networked learning. An agenda for systemized organizational learning was developed. (SK)

From interviews with six mentor/protege pairs of extension agents (half of whom had negative experiences) were derived the following factors for effective mentoring: similar program responsibilities, geographic proximity, frequent information sharing, successful initiation of the relationship, friendship, clear expectations, and good mentor…

Survey responses from 140 managers and interviews with 21 identified a positive learning climate as a precondition for the individual learning necessary for organizational learning. The provision of learning opportunities is hindered by time and budget constraints. Individuals' informal learning strategies have an impact on organizational learning…

Describes the customer service training program in the European Patent Office, which involved active listening, empathy, case studies, videobased role playing, and feedback. (SK)

Appreciative inquiry is a form of organizational development based on principles of constructivism, poetics, anticipation, and simultaneity. The model has four phases: discovery, dream, design, and delivery. (SK)

Educational institutions have inherent advantages and disadvantages for professional development of employees. Well-tested techniques include self-profiling, personal development planning, individual curriculum vitae, and systematic staff appraisal. Professional staff development should be aligned with institutional objectives. (SK)

Review of literature on sociocognitive frameworks for organizations, organizational learning, and knowledge management indicates the importance of an integrative approach to learning and knowledge in organizations. Particularly important are corporate vision, organizational context, and management action. (Contains 89 references.) (SK)

Notes that recent public relations theory has largely ignored inactive publics, stakeholder groups that demonstrate low levels of knowledge and involvement in the organization or its products, services, candidates, or causes, but are important to an organization. Examines the nature of inactive publics and proposes a model that locates inactive…

Interviews with participants in research and development in a pharmaceutical company explored the use of organizational learning mechanisms to create knowledge. Results indicate that dynamic learning capability is embedded in and influenced by company culture, existing skills and competence, capacity for continuous change, and leadership.…

Knowledge management requires analysis of what is necessary knowledge, who possesses it, who profits from it, and what is the role of mistakes. Successful knowledge management must acknowledge that people are the most important factor. (Contains 23 references.) (SK)

A survey of human resource professionals in 165 European companies revealed a lack of innovative practices characteristic of learning organizations. However, respondents indicated that strategies to stimulate learning and knowledge sharing are increasingly important, so barriers such as lack of time, lack of goal clarity, and insufficient learning…