The new learning strategy: Anytime, anything, anywhere

Slocum, John W.; McGill, Michael E.; Lei, David

doi:10.1016/0090-2616(94)90067-1

Cited by 87 publications

(81 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…La visión de sistema consiste en aglutinar a los miembros de la organización en torno a una identidad común para lo cual es fundamental la transmisión de la información entre todos los componentes de la organización (Sinkula et al, 1997). La experimentación constituye la bús-queda de soluciones innovadoras y flexibles a los problemas actuales y futuros (Slocum et al, 1994), fomentando la apertura y la entrada de nuevas ideas, la renovación, ampliación y mejora de los conocimientos individuales (Sinkula et al 1997). La transferencia implica la difusión interna de los conocimientos adquiridos a nivel individual a través de interacciones entre los individuos (Kofman y Senge, 1993).…”

Section: Compromiso Afectivo Percibido Por El Directivo Y Confianza Cunclassified

See 1 more Smart Citation

Trust as a consequence of perceived commitment: Implications on learning and innovation

Cruz¹,

Fernández²

2013

cuadernosgestion

View full text Add to dashboard Cite

In this paper we try to achieve a double objective. On one hand, we try to figure out how employee's affective commitment perceived by the manager influence on her/his level of trust and also on the organizational learning capability (OLC). In addition, we analyze how manager trust influences on OLC. On the other hand, we study how these variables (affective commitment of employees, manager trust and OLC) determine product innovation. Applying structural equation model (Partial Least Squares -PLS-) on a sample of 92 firms we obtain the next results: employee's affective commitment perceived by manager determine her/his level of trust and well we check that affective commitment and trust explain OLC. Finally, we probe that both variables (affective commitment and trust) are related with product innovation through OLC.

show abstract

Section: Compromiso Afectivo Percibido Por El Directivo Y Confianza Cunclassified

“…Por lo que se refiere a la experimentación, entendemos que los empleados comprometidos son aquellos que están suficientemente motivados como para experimentar y buscar nuevas soluciones a los problemas de la empresa, es decir, están dispuestos a experimentar (Slocum et al, 1994).…”

Section: Compromiso Afectivo Percibido Por El Directivo Y Caounclassified

Trust as a consequence of perceived commitment: Implications on learning and innovation

Cruz¹,

Fernández²

2013

cuadernosgestion

View full text Add to dashboard Cite

show abstract

“…Barriers to effective learning have been identified as organizational learning disorders by Snyder and Cummings(1998)and also as learning obstacles (Slocum, McGill et al 1994) and knowledge-inhibiting activities, incomplete learning cycles, and a number of other terms meant to represent failed learning processes. Although the specific nature of these barriers differs to some degree, the underlying theme portrays a lack of understanding of the learning process, and a lack of commitment to continuous learning.…”

Section: Evaluating Organizational Learningmentioning

confidence: 99%

Where does all the money go? An investigation of donation filtration

Shaikh

McLarney

2005

International Journal of Sociology and Social Policy

View full text Add to dashboard Cite

In tro duc tionThere has been much so cial and le gal de bate over the def i ni tion of the word "charity." For some it is a path way to heaven, for oth ers, it plays a de ci sive role in anti-trust cases. Charles Dick ens wrote "Char ity be gins at home and jus tice be gins next door." Lord Macnaghten's take on the Pre am ble to the Stat ute of Eliz a beth (1601) 43 Eliz. 1, c.4 (UK), whilst con sid ered to have its lim i ta tions, is widely regarded as a use ful start ing point for a le gal def i ni tion of char ity. In Com mis sion ers for Spe cial Pur poses of the In come Tax vs. Pemsel (su pra note 2, at 583, 1891), Lord Macnaghten laid out the fol low ing clas si fi ca tions (note: not a def i ni tion) of char ity: "Char ity" in its le gal sense com prises four prin ci pal di vi sions: trusts for the relief of pov erty; trusts for the ad vance ment of ed u ca tion; trusts for the ad vancement of re li gion; and trusts for other pur poses ben e fi cial to the com mu nity; not fall ing un der any of the pre ced ing heads." (Carter, 2002, p.7) These four heads of char ity, as they have to come to be known, have taken on the sta tus of tests to see if an or ga ni sa tion mer its the ti tle of char ity and any ac com pa nying ben e fits (such as fa vour able tax sta tus). This ar ti cle at tempts to go be yond the def i ni tion of char ity and to closely ex am ine what con sti tutes the "suc cess" of a char ity. Char ity Pro filesTo en able a com par a tive study, we have cho sen three dif fer ent char i ties on three differ ent con ti nents. Be fore go ing on to com pare nu mer i cal and sub jec tive find ings, pro files of these char i ties can be found in Ta ble 1.There are hun dreds of char i ties world wide. These three char i ties were chosen to pro vide a cross sec tion of the va ri ety of char i ties that ex ist. Vary ing fac tors in clude:Op er a tional scope: We have an in ter est ing mix. One in ter na tional char ity with world wide op er a tions and al li ances with sev eral dif fer ent coun tries (ActionAid). One na tional char ity but which sends aid to other coun tries too (Edhi Foun da tion) and one na tional char ity that local ises its ef forts to its own coun try (amfAR).

show abstract

“…These dimensions are: the commitment by management, a systems perspective, openness and experimentation, and knowledge integration and transfer. The first dimension, the commitment by management, refers to the fact that management must recognize the importance of learning, developing a culture that promotes the acquisition, creation and transfer of knowledge as fundamental values (Stata, 1989;McGill et al, 1992;Garvin, 1993;Nonaka & Takeuchi, 1995) and articulating a strategic vision of learning, making it, in turn, a central element (Ulrich, Von Glinow & Jick, 1993;Slocum, McGill & Lei, 1994;Nevis, DiBella & Gould, 1995;Hult & Ferrell, 1997).…”

Section: Organizational Learning Capability (Olc)mentioning

confidence: 99%

“…The departments and individuals in the organization must have a clear vision of the objectives and understand how they can assist in their development (Hult & Ferrell, 1997;Lei, Slocum & Pitts, 1999). Striving for a climate of openness and experimentation necessitates generative or double-loop learning, favored by an attitude of mental openness that welcomes the arrival of new ideas and perspectives, both internal and external, thus permitting individual knowledge to be constantly renewed, expanded upon and improved (Senge, 1990;Leonard-Barton, 1992;Slocum et al, 1994;Sinkula, 1994).…”

Section: Organizational Learning Capability (Olc)mentioning

confidence: 99%

The impact of leader self-efficacy on the characteristics of work teams

Buenaventura-Vera

2017

View full text Add to dashboard Cite

show abstract

The new learning strategy: Anytime, anything, anywhere

Cited by 87 publications

References 2 publications

Trust as a consequence of perceived commitment: Implications on learning and innovation

Trust as a consequence of perceived commitment: Implications on learning and innovation

Where does all the money go? An investigation of donation filtration

The impact of leader self-efficacy on the characteristics of work teams

Contact Info

Product

Resources

About