A case study of efforts by one company in the food industry to transform itself into a “learning organization” in the face of a rapidly changing and challenging competitive environment. Develops a rationale for the “learning organization” in terms of the eed for a new type of personnel...

Purpose – To share the learnings gained from the experiences of the training and development manager at The Glenmorangie Company. Design/methodology/approach – The practical approach taken is described in terms of getting management buy‐in to training and development through a bottom‐up...

Purpose – The purpose of this paper is to examine some of the key contextual, personal development and research issues facing micro-ecopreneurs in the UK food industry. Design/methodology/approach – Key literatures and definitions are examined concerning the role of an ecopreneur, as well as...

The study of complex adaptive systems which explains the constant flux of living systems is arousing much interest as a paradigm and model for studying organisational behaviour and associated disciplines. A new order of reality emerges as a result of the constant interaction and coevolution of...

Challenges the notion that leadership is about control by strong personalities. Draws on theories of organizational change to show the part leadership plays and how it needs to change to enable organizations to transform themselves to compete most effectively in the modern economy. In...

Government initiatives and the drive for greater efficiency and best practice mean that much of the NHS is facing change and upheaval. Consequently, many employees feel unsettled, insecure and unsure of the future and how they can continue to develop their career. To try and address some of...

Action learning can be used as a vehicle of change as well as for personal development. This article explores the initial analysis of organisational issues and outcomes desired by the client organisation. The overall requirement was to select and apply a method of change and development which...

The latest Bourton Group survey on trends and opinions in UK industry looks at the likely operational impact of four key areas of change: globalisation; the increasing power of the customer; social and environmental; and e‐business. Companies are gearing up uncertainly to face what are seen as...

All organisations are having to adapt to an apparently increasing level of change. In many cases they have met this challenge with difficulty. This article presents some of the drivers of change that have combined to produce a multivariate set which has led to a number of organisational and...