This paper addresses an aspect of organizational learning that has not been extensively developed – the impact of emotion on organizational learning. The study of emotion in organizations is seen as an important part of the development of organizational learning. The paper argues that attention to the emotional dynamics of organizing, and to the links between emotion and organizational politics...

Research has shown how social and cultural factors continually shape an athlete’s development journey. For example, the types of practice designed, in which individuals are identified as talented characteristics that distinguish a good coach, shaped by sociocultural constraints. This potential for myriad possible complex ill-defined challenges (a wicked problem), highlights need framework to gu...

This paper discusses a new approach to build infrastructures for ELearning systems for Learning Software Organizations on the basis of Web Services. A requirements context is developed to determine which type of ELearning applications that can be Web Service Enabled. This is illustrated with a case study on an Encapsulated Software Teaching Environment. Additional facilities, such as didactical...

This paper focuses on an intelligent Web-based tutorial system composed of reusable learning objects (LOs). Reusable LOs lay down the foundation for a large scale collaboration among educational organizations. LOs developed at different organizations can be used by other organizations thus providing high quality courses to all students. Expert instructors at each organization maintain a reposit...

This article presents arguments for designing tutoring models for learning networks of knowledge-based organizations, whose tasks increasingly involve the development of expertise and knowing. The potential is examined of a curriculum, when the object of learning, in-house development, is deeply situated in the knowledge practices of organizations, is crossdisciplinary and is beyond formal educ...

Are large organizations faster or slower than small organizations at learning to implement a new system or innovation after officially adopting it? We find that, among hospitals implementing total quality management (TQM), large organizations have less desire to learn but, ironically, have more ability to learn. As a result, those few large organizations that do possess a strong motivation to l...

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage. Intellectual capital manifests itself, predominantly, in the individual and collective competencies of employees in organizations. Hence, the ability to learn and to manage learning becomes critical to the success of organizations. Firm’s adopting knowledge management initiat...