Three different aspects of effectiveness in management development are drawn together: effective managerial behaviour, effective learning processes and development processes emphasising effectiveness.

Our review of the learning and training literature revealed four common methods for training people to be more effective negotiators: didactic learning, learning via information revelation, analogical learning, and observational learning. We tested each of these methods experimentally in an...

Purpose – The competence framework continues to be plagued by unresolved conceptual ambiguity. This paper aims to consider other perspectives of managerial performance. Design/methodology/approach – This is a conceptual article that examines and critiques current perspectives of competence...

Purpose – The purpose of the paper is to expand on the existing theory of ambidexterity by analysing its implications for organisations that employ total quality management. Design/methodology/approach – The analysis of relevant theoretical and empirical studies on ambidexterity and total...

Continuous improvement (CI) unceasingly strives to improve the performance of production and service firms. The learning curve (LC) provides1988 Department of Industrial Engineering and a means to observe and track that improvement. At present, however, the concepts of CI are abstract and...

Purpose – The paper aims to ascertain the predictors of training effectiveness with special reference to the characteristics of trainers. Design/methodology/approach – Characteristics of trainers as obtained from the extant literature served as seven independent variables to predict training...

This paper explores the answers to two questions, “Can management educators and scholars become effective managers?”; and “Can managers become effective management educators and scholars?”. “The qualified answers, as in other management areas, are that it all depends on the person and...

Fundamentally, this paper argues in favour of the two questions posed in the title, i.e. that management educators and scholars can become effective managers, and also managers can become effective management educators and scholars. This has been supported by some modern, and indeed,...