Brings up and examines the concept of a business school as a learning organization. Discusses the issue of change as a stimulus to learning ‐ as businesses face new challenges, so, therefore, do business schools ‐ hence the necessity to become a learning organization. Proposes the idea of...

States that change is a topic of crucial concern to all organizations in these turbulent business times. Its impact increasingly leads to business demise, in spite of the wealth of information purporting to help managers solve change‐related problems. Contends that, in dealing with change, and...

Organizations are immersed in their myths and stories which they proclaim through their annual reports, budgets and other formal and informal communications and enact through their “biography”. These stories are seen as “stories within a story”. Organizational stories are governed by a...

Establishes our perspective for shared organizational learning processes, cycles, and systems. These learning phenomena are usually tacit, i.e. the organization is only dimly aware of them. These tacit phenomena drive both decision and action and, because they are tacit, they are...

The United Nations Staff College Project (UNSCP), conceived in 1996 as a project with an initial life‐span of five years, has been entrusted by the United Nations to the International Training Centre of the ILO in Turin. The college aims at promoting and developing a series of new and...

As organizations move toward organizational learning the responsibilities of members change. Organizational members, themselves, should be giving consideration to what these new responsibilities should be, rather than leaving this task to management. Six possible responsibilities are suggested...

We live during an era in which the pace and scope of change are unprecedented. This is particularly true in the Asia‐Pacific region where rapid growth has challenged the capacity of people and organizations to adapt. It has become increasingly clear that learning is now the keystone to...

This paper reports findings from five case studies of New Zealand organisations that introduced new initiatives such as TQM and “learning organisation” concepts as a result of facing a business environment of continuous change and uncertainty. The case studies, carried out between 1993‐96,...

Examines the current environment for management in terms of development strategies. Evaluates various change strategies and theoretical frameworks for competitive advantage. Discusses the uncertainty managers are faced with when deciding on strategies for performance improvement and reviews the...

This article provides experiential based insights into the process of organizational transformation, changing not only the organization’s structure and practice but also the thinking and quality of interaction among the people who compose it. It traces the two‐year change process undertaken...