Exploring organizational competencies to implement IT systems using Wardley mapping: a case study

2024-9-5

Multilevel learning in a knowledge-intensive public organization during teleworking implementation amidst the COVID-19 crisis

2024-9-3

The mediating role of employee engagement on the relationship between learning culture and employee performance in service sector

2024-8-30

Cultivating a culture of learning: the role of leadership in fostering lifelong development

2024-8-30

Employees’ intrinsic motivation in mediating the relationship between perceived ambidextrous organizational culture and innovative behaviour in the Indian IT sector

2024-8-27

Navigating digital transformation: the role of management innovation in achieving digital maturity

2024-8-27

Learning organization and employee performance: the mediating role of job satisfaction in the Vietnamese context

2024-8-22

Envisioning Industry 4.0 to 5.0: the Brazilian glass workplace

2024-8-16

How digital applications can facilitate knowledge sharing in health care

2024-8-6

Navigating the gig economy in Romania: unveiling perceptions of working on on-demand platforms

2024-7-15

Support and connect employees to facilitate learning

2024-7-9

Exploring new frontiers of experiential learning landscape: a hybrid review

2024-6-26

Managing the future of talents: digital innovation in learning organizations

2024-6-24

The effect of organizational learning on business sustainability – the role of distributed leadership

2024-6-21

Challenges and facilitating factors in interorganizational knowledge acquisition: evidence from the Orange Line Metro Train System and Sustainable Bus Rapid Transit Corridor

2024-6-20

Empower and legitimate talents’ learning activities

2024-6-18

Responsible learning organizations: a framework to embed responsible innovation within organizations

2024-6-4

Using the learning organization questionnaire in combination with latent profile analysis: an example on how to identify latent classes in an organization to improve learning potential

2024-5-31

Enhancing cognitive motivation: an evaluation model for emergency preparedness exercises

2024-5-30

Navigating the unlearning landscape: an organizational unlearning taxonomy and an outcome-centric model

2024-5-24

May the force of lifelong learning be with you – sustainable organizational learning in HEIs meeting competence needs in industry

2024-5-21

An egalitarian talent selection model to support learning organizations

2024-5-21

Special issue guest editorial: Perspectives on sustainable learning and organizing, part one

2024-5-9

Curating future leaders: a literature review on managerial curriculum in learning organizations

2024-5-9

Digital Transformation: Strategy, Execution, and Technology

2024-5-9

How does learning facilitate development?

2024-5-7

HRM practices in app work: exploring training and feedback in the food delivery ecosystem

2024-5-3

Incivility and engagement: the role of emotional exhaustion and psychological capital in service organizations

2024-5-1

Leveraging liminality: how the interim manager’s liminal position facilitates knowledge transfer to client organizations

2024-5-1

Bridging the policy-practice gap: a dual challenge of organizational learning

2024-4-19

Training for gig workers: a systematic review and research agenda

2024-3-26

Impact of executive isolation on leadership and learning culture: a study across chief executive officers and employees of technology enterprises in India

2024-3-21

Perception of employees towards learning in hybrid workplace: a study of university faculty

2024-3-20

Work-integrated learning in managers’ cooperative work practices

2024-3-14

Working and learning in a hybrid workplace: challenges and opportunities

2024-3-12

Develop and support leaders who promote organizational learning

2024-3-12

HRM practices, organizational learning and organizational performance: evidence from the big four financial services in France

2024-3-11

Episodic organizational learning in system development

2024-2-22

Guest editorial: Learning in hybrid workplace: past, present and future

2024-2-13

Creating, executing and sustaining a high-reliability organization in health care

2024-2-13

The impact of cloud adoption on talent management: an exploratory study from the “learning organization” perspective

2024-2-6

Coworkers’ responses to knowledge sharing: the moderating role of a knowledge contributor’s job competence

2024-2-5

Organizational learning starting points and presuppositions: a case study from a hospital’s surgical department

2024-2-5

Self-perceived talent status and employee outcomes: role of the organisational justice in Japanese learning organisations

2024-1-24

Facilitating organizations to dance with the complex “logic of life”: spinning with paradoxes in regenerative appreciative inquiry summits

2024-1-23

The impact of leadership on the workplace learning of individuals and teams: a literature review and synthesis

2024-1-17

Management learning in public healthcare during pandemics

2024-1-16

Leader feedback seeking from peers: extending the boundary of lateral feedback seeking

2024-1-15

The role of leadership in organizational learning in multinational companies

2024-1-15

Talent management and employee ambidexterity: the moderating role of learning organization

2024-1-15