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When learning goes wrong

When learning goes wrong PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsFor many decades, organizations around the world have bought into the assumption that learning provides the key to success. Firms armed with relevant knowledge are best positioned to secure and maintain a competitive advantage. Or so we were led to believe. More recent research has cast significant doubt on such claims. Learning has considerable value. That much is obvious. Being equipped with the requisite knowledge can place companies in positions where errors fall and profits rise. It is not impossible for learning to generate positive results on a consistent basis. Many firms boast people who have acquired a thorough understanding of its operating environment. And having such knowledge makes organizations believe they can make confident predictions about the future. Today’s world rarely stands still though. Indeed, it might even be argued that change is the only constant factor.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

When learning goes wrong

Development and Learning in Organizations , Volume 31 (4): 3 – Jul 3, 2017
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1477-7282
DOI
10.1108/DLO-05-2017-0044
Publisher site
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Abstract

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsFor many decades, organizations around the world have bought into the assumption that learning provides the key to success. Firms armed with relevant knowledge are best positioned to secure and maintain a competitive advantage. Or so we were led to believe. More recent research has cast significant doubt on such claims. Learning has considerable value. That much is obvious. Being equipped with the requisite knowledge can place companies in positions where errors fall and profits rise. It is not impossible for learning to generate positive results on a consistent basis. Many firms boast people who have acquired a thorough understanding of its operating environment. And having such knowledge makes organizations believe they can make confident predictions about the future. Today’s world rarely stands still though. Indeed, it might even be argued that change is the only constant factor.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Jul 3, 2017

References

  • Organizational learning and unlearning