Similar Search Results

Transforming business leaders into talent champions

Ellehuus, Christoffer - In: Strategic HR Review 11 (2012) 2, pp. 84-89

Purpose – The aim of this paper is to examine how organizations can support their leaders in taking on the challenges of their leadership roles, including how to effectively manage talent on a larger scale as they move up the ranks. The author aims to discuss the findings of a study by...

Persistent link: https://www.econbiz.de/10015015185

Future female talent development

Garcea, Nicky; Linley, Alex; Mazurkiewicz, Katarzyna; … - In: Strategic HR Review 11 (2012) 4, pp. 199-204

Purpose – This article sets out to highlight some of the positive outcomes in the development of rising female leaders … integration into future female leader development programs. It also presents a pilot case study of strengths‐based development …/methodology/approach – Thomson Reuters explored using the Centre for Applied Positive Psychology's (Capp) 3S‐P model of talent development in …

Persistent link: https://www.econbiz.de/10015015193

Engaging global training program delivers high‐performance results

Jackson, Rick; Stoneman, Sue - In: Strategic HR Review 12 (2013) 2, pp. 70-74

, Design/methodology/approach – Results‐driven learning and development agency NKD Learning created a breakthrough training … & Development. The actual scores showed year‐on‐year increases of between 7 and 11 percent, compared to the 1 to 3 percent target …

Persistent link: https://www.econbiz.de/10015015213

Leveraging a women's network to attract, develop and retain high potential female talent

Joseph, Carole - In: Strategic HR Review 12 (2013) 3, pp. 132-137

with talent development and retention. Findings – The paper presents practical case study evidence that links a strategic …

Persistent link: https://www.econbiz.de/10015015219

Management development strategies at Fujitsu Services: Creating a management training academy for higher‐impact employees

Williams, Ian - In: Strategic HR Review 6 (2006) 1, pp. 32-35

on their internal managerial skills. Here, Ian Williams, Fujitsu’s head of organization and people development, explains … how a modular management development program has enabled the organization to get more from its people. …

Persistent link: https://www.econbiz.de/10015014984

Looking at Developing Leadership

Davies, George - In: Management Development Review 7 (1994) 1, pp. 16-19

Details the development programmes run by Cambridge Management Centres. Leadership development is high on the training … supportive leadership development programmes which also help to explore individual personality preferences. …

Persistent link: https://www.econbiz.de/10014936786

Identifying time‐space constraints: a neglected element of the development discourse

Grieco, Margaret; Crowther, David - In: Social Responsibility Journal 7 (2011) 4, pp. 638-648

development discourse, and it is time for the correction of this neglect with detailed analysis of time‐space constraints across …

Persistent link: https://www.econbiz.de/10015021985

The hollow ring of corporate America

Kippenberger, T - In: The Antidote 2 (1997) 1, pp. 4-4

Questions whether corporate USA will be able to maintain competitiveness into the next millennium owing to unrelenting restructuring, meaning a recovery is based on an illusion of improved productivity. States, bluntly, the USA needs to grow in order to maintain market share — let alone to...

Persistent link: https://www.econbiz.de/10015017924

Pioneers in a practitioner‐led development

Kippenberger, T - In: The Antidote 3 (1998) 1, pp. 16-16

Analyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre. Looks at the way the appointee's (Leif Edvinsson, Gordon Petrash and Hubert Saint‐Onge) have applied their thinking.

Persistent link: https://www.econbiz.de/10015017967

Some concepts about knowledge itself

Kippenberger, T - In: The Antidote 3 (1998) 1, pp. 12-13

Argues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different forms of knowing: tacit and explicit — tacit is personal, context‐specific and, therefore, difficult to communicate;...

Persistent link: https://www.econbiz.de/10015018047