Emerald | Development and Learning in Organizations | Table of Contents

Change and opportunity: the role of leaders and SMEs in creating new business futures

literatinetwork@emeraldinsight.com (David Finlay-Robinson) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – The purpose of this paper is to highlight the universal benefit of promoting: initiative, competence and commitment, in any organization. Design/methodology/approach – The value of a historic approach is highlighted. Findings – Long international experience has shown the writer that promoting initiative pays – personally, economically and socially. Research limitations/implications – Research analyzing case studies in widely different sectors, countries and conditions could be valuable. Practical implications – Encouraging initiative and entrepreneurship within organizations can improve function and cost-benefit significantly. Social implications – These will be self-evident from case study research (comment – the Spanish Mondragon Corporation is a good example). Originality/value – The point is that nothing is new in management as history shows, therefore it is worthwhile to study known successful outcomes.

Creating and sustaining meaningful engagement: what managers need to develop in their five roles as engagers

literatinetwork@emeraldinsight.com (Jane Sparrow) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – The aim of this article is to show how middle managers can influence sustained engagement by fulfilling five keys roles of prophet, strategist, storyteller, coach and pilot. Design/methodology/approach – This article outlines the critical task managers face in securing meaningful, long-term engagement, based on the author's personal views, experience and analysis of effective engagement strategies. The five key roles were identified from extensive qualitative interviews that the author conducted across many organizations. These findings were further supported with the bespoke development of a profiling tool and used with a representative management population to analyze the key strengths and development areas across the five roles. The effectiveness of the roles is supported with the author's observations of managers and leaders who all excel as engagers. Findings – Engagement for performance has a lasting impact on the bottom line and, in today's tough and challenging economy, organizations cannot afford to carry employees who do not contribute to the best of their abilities. Whilst many organizational level engagement strategies are concerned with building the understanding and awareness of the business strategy and how it impacts their role, the five roles as engagers builds on this core level of engagement and provides managers with practical, everyday ways to boost performance. Originality/value – The identification of the five roles is based on the unique research of Jane Sparrow, author of The Culture Builders: Leadership Strategies for Engagement. The article explains each of the roles in detail and outlines practical examples of how high-performing managers excel in each of the roles.

Creating a coaching culture: relational field coaching

literatinetwork@emeraldinsight.com (Marie-Anne Chidiac) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to highlight a link between the rise of executive coaching practice and less importance being place on growing a coaching culture in organizations. This paper seeks to outline how a coaching culture can be fostered through an emphasis on a relational field coaching approach. Design/methodology/approach – The main research method is based on case studies and action research from the author's own organizational practice. Findings – The paper emphasizes that a focus on the context or situation of coaching is just as important as individual considerations in a coaching dyad. Practical implications – The paper calls for a review of the effectiveness of one-to-one coaching compared to establishing an organizational coaching culture. Originality/value – This paper is a timely reminder to leaders, managers and HR practitioners to review the cost effectiveness of procuring external coaching versus developing internal coaching capability. In addition, it challenges organizations to refocus on the continuum of coaching interactions rather than just the “external expert” role.

Who benefits from training: big guy or small fry?

literatinetwork@emeraldinsight.com (Junaidah Hashim, Saodah Wok) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – This study aims to measure the effectiveness of training schemes and levy utilization in terms of cognitive gain and skills changes through increased knowledge and skills intensity to improve job performance among large companies and SMEs in Malaysia. Design/methodology/approach – The study employed questionnaires as the instrument for data collection. The questionnaire was used to gather relevant information on the effectiveness of training schemes and levy utilization among companies registered under Human Resource Development Fund (HRDF). Findings – The result of this study illustrates that the training schemes have been found to be effective in increasing the employees' knowledge and skills, as well as improving the companies' performance. SMEs' performance was better off than the large companies' after receiving the training scheme. Research limitations/implications – Encouraging SMEs to provide training has been problematic owing to the absence of empirical data to support a causal relationship between training and business success. The present study reduces this knowledge by providing empirical data on the positive outcomes experienced by SMEs participated in various training schemes. Originality/value – This study was conducted on prominent government-funded training schemes in Malaysia. No previous study has been conducted on these government-funded training schemes.

Leadership development – can there be a return on investment?

literatinetwork@emeraldinsight.com (Stephen Archer) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose of this paper – The purpose of this paper is to examine if it is possible to assess the return on investment (ROI) in developing leadership skills. Design/methodology/approach – The article discusses the various aspects of business that leaders have to get right and therefore areas that lend themselves to assessment. The article first of all looks at seven major areas of responsibility and value creation in an organization with accountability lying with various leaders and their teams. The article then looks at five alternative assessments on leadership investment value, before concluding. Findings – The paper finds that it is possible to measure ROI on investment in leadership skills, if measured against various criteria that leaders have to get right in business. Practical implications – The article suggests ways that businesses can measure ROI on investment in leadership skills. Originality/value – This paper is useful for any business looking to invest in leadership skills in the future.

Making our leaders look out of the window: The importance of blended approaches to leadership development

literatinetwork@emeraldinsight.com () — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – For those people who live outside the US and do not share its intimate relationship with baseball, they will have always been slightly perplexed at some of the terminology used in business that originates from that sport. Phrases like “ball park figure”, being “thrown a curveball” and having a “three strikes and you're out” policy have descended into cliché, without many executives stopping to think what they really mean and why they are using these terms. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Action-based learning best practice: How to use one of the most powerful and effective tools in leadership development

literatinetwork@emeraldinsight.com () — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Pioneered by Professor Reg Revans, and developed worldwide since the late 1940s, action-based learning is an educational process where people work with others to tackle relevant, real-world issues as the way to learn and develop. This study, coupled with prior investigations, demonstrates that there is a large variation on how action learning is practiced. There are, however, some best practices that institutes employing action learning programs can follow. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Social implications – The paper provides strategic insights and practical thinking that can have a broader social impact. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Making it through mentoring: Quotas for women or promotion by merit?

literatinetwork@emeraldinsight.com () — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – For quite a while now the business world has been ferociously self-critical of its poor performance in ensuring that women take their share of the top jobs, trying to figure out why the upper echelons of business are still so male-dominated, and how to redress the balance. But should business be beating itself up quite so much over the issue? Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Developing learning solutions that last: An interview with Sue Stoneman, CEO, NKD Learning

literatinetwork@emeraldinsight.com (Interview by Gareth Bell) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Purpose – The purpose of this article is to provide an interview with Sue Stoneman, CEO, NKD Learning. Design/methodology/approach – The article interviews Stoneman about NKD Learning's approach, the challenges facing learning and development professionals, new technology, and the future of L&D. Findings – The interview discusses her thoughts on the industry and gives insight into her background Practical implications – The article discusses talent pool issues which may soon arise, and how to overcome them. Originality/value – The article presents the insight of a leading practitioner in the field of learning and development.

Repeatability: Build Enduring Businesses for a World of Constant Change

literatinetwork@emeraldinsight.com (Karen K. Wollard) — Fri, 19 Apr 2013 00:00:00 +0100

Abstract

Not available.

What We Know about Emotional Intelligence

literatinetwork@emeraldinsight.com (Moshe Zeidner) — Fri, 19 Apr 2013 00:00:00 +0100

Editorial

literatinetwork@emeraldinsight.com (Anne Gimson) — Fri, 19 Apr 2013 00:00:00 +0100

Diary

Fri, 19 Apr 2013 00:00:00 +0100

The impact of learning and leadership management styles on organizational outcomes: a study of tyre firms in Thailand

literatinetwork@emeraldinsight.com (J. Michie) — Fri, 19 Apr 2013 00:00:00 +0100

Learning laboratory: social entrepreneurship offers innovative cost-effective development solutions

literatinetwork@emeraldinsight.com (J.G. Dees) — Fri, 19 Apr 2013 00:00:00 +0100

Aligning L&D to global business (learning and development)

literatinetwork@emeraldinsight.com (B. Honnor) — Fri, 19 Apr 2013 00:00:00 +0100

The effects of coaching on situational judgment tests in high-stakes selection

literatinetwork@emeraldinsight.com (F. Lievens) — Fri, 19 Apr 2013 00:00:00 +0100

China prompting western creativity: Chinese manufacturing exporters are capturing low-skill production but driving high-skill innovation in the west

literatinetwork@emeraldinsight.com (N. Bloom) — Fri, 19 Apr 2013 00:00:00 +0100

Learning to learn and productivity growth: evidence from a new car-assembly plant

literatinetwork@emeraldinsight.com (C. Saenz-Royo) — Fri, 19 Apr 2013 00:00:00 +0100

2012 Optimas Awards (human resource management)

Fri, 19 Apr 2013 00:00:00 +0100

The 2012 CIPD People Management Awards

Fri, 19 Apr 2013 00:00:00 +0100

Why are some firms more innovative than others? Exploring the role of learning organization components

literatinetwork@emeraldinsight.com (O. Farooq) — Fri, 19 Apr 2013 00:00:00 +0100

Learning by exporting: lessons from high-technology SMEs

literatinetwork@emeraldinsight.com (J.H. Love) — Fri, 19 Apr 2013 00:00:00 +0100