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Titlebook: Innovative Corporate Learning; Excellent Management Martine Plompen Book 2005 Martine Plompen 2005 business.creativity.innovation.knowledge

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书目名称Innovative Corporate Learning
副标题Excellent Management
编辑Martine Plompen
视频video
图书封面Titlebook: Innovative Corporate Learning; Excellent Management Martine Plompen Book 2005 Martine Plompen 2005 business.creativity.innovation.knowledge
描述This book provides an overview of current approaches and research focusing on implementation of strategic learning. With nearly one hundred real-life examples, this volume contributes to a deeper understanding of what it takes to build an organization where learning processes, communities of practice and knowledge management initiatives all seamlessly operate in an innovative, entrepreneurial culture. Building on the expertise and experience of leading European organizations represented in the European Foundation for Management Development (EFMD), this book provides information on how to develop an excellent management development approach.
出版日期Book 2005
关键词business; creativity; innovation; knowledge management; leadership; management; Manager; organization; organ
版次1
doihttps://doi.org/10.1057/9780230288799
isbn_softcover978-1-349-54247-5
isbn_ebook978-0-230-28879-9
copyrightMartine Plompen 2005
The information of publication is updating

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Learning How? Learning Why?t organisational learning is the key to competitive advantage. Increasingly companies focus on developing their people as a continually evolving resource. Peter Senge suggested in ‘The Fifth Discipline’. that most organisations suffer from learning disabilities. This was in 1990. In 1997, Arie De Ge
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Challenging the Business-School Conceptitutions. Companies organise their own learning centres, consultancies offer training in close interaction with clients, and conference organisers and publishers offer many short courses as an attractive alternative in terms of time consumption.
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Better Understanding the Processgether to make learning a continuous process. That means balancing individual and organisational learning needs. Gay Haskins from London Business School says. we need to have a relationship that encourages and allows experimentation and failure, to explore new ways of embedding learning. Very import
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