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  • 1
    Electronic Resource
    Electronic Resource
    Harnessing the Board's Potential (1994)
    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 2 (1994), S. 0 
    Details
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8683.1994.tb00069.x
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  • 2
    Electronic Resource
    Electronic Resource
    Individuals and enterprise: developing intrapreneurs for the new millennium (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 258-261 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Downsizing, cost-cutting and re-engineering are essentially negative activities. The emphasis is switching to revenue generation and value creation. Also, customers increasingly demand tailored solutions and expect more imaginative responses to their particular requirements. In short, more entrepreneurial approaches are required. There is scope for reconciling individual and corporate interests. Companies want to encourage, develop, release and retain entrepreneurial talent, while many aspiring and intending entrepreneurs could benefit from the support which corporations can provide. Although relevant tools are available, training and development professionals are failing to encourage enterprise, develop entrepreneurs and support new corporate ventures.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910301926
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  • 3
    Electronic Resource
    Electronic Resource
    Developing a corporate learning strategy (2000)
    Bingley : Emerald
    Industrial and commercial training 32 (2000), S. 84-88 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Corporate learning is at a crossroads. Existing courses and facilities are nearing the end of their useful lives, and there are new learning approaches and technologies to consider. A survey of the corporate learning plans and priorities of 69 organisations suggests there is widespread confusion and a lack of direction. Many courses are excessively general and fail to address particular requirements. The focus is overwhelmingly internal and on organisational needs. Individual aspirations and the requirements of customers and business partners are being overlooked. Existing information and knowledge are being shared, but training and development activities are contributing little to the creation and exploitation of new knowledge and intellectual capital. Opportunities for collaboration are being missed. In many companies training and development remain a cost although they could provide the basis for generating new income streams and become a significant business in their own right.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850010381232
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  • 4
    Electronic Resource
    Electronic Resource
    Individuals and enterprise: winning business in the new millennium (2000)
    Bingley : Emerald
    Industrial and commercial training 32 (2000), S. 4-8 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As the emphasis switches from cost-cutting and restructuring to revenue generation and value creation, the winning of business assumes greater importance. Although the skills required to submit successful proposals and win bids, and the critical success factors for winning business in a growing number of sectors have now been identified, and relevant tools and techniques are available, the overwhelming majority of training and development professionals are failing to contribute to the winning of competitive business. An unprecedented opportunity exists for the training and development community to make a strategic contribution.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850010311202
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  • 5
    Electronic Resource
    Electronic Resource
    Developing and supporting information entrepreneurs (2000)
    Bingley : Emerald
    Industrial and commercial training 32 (2000), S. 196-200 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Opportunities abound to make money by packaging and applying information and knowledge, offering information and knowledge based services, and managing intellectual capital more effectively. However, to exploit them a new generation of information, knowledge and learning entrepreneurs need to be developed. Companies that are intent upon creating and exploiting intellectual capital need to encourage and support information entrepreneurs. The current situation and climate for information entrepreneurship need to be assessed, and educators, trainers and developers should define relevant competencies and take appropriate steps to equip people with them.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850010354214
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  • 6
    Electronic Resource
    Electronic Resource
    Transforming the company: the differing learning practices of successful and unsuccessful companies (2003)
    Bingley : Emerald
    Industrial and commercial training 35 (2003), S. 5-10 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Successful and unsuccessful companies adopt very different ways of managing change, competing and winning. Examining outcomes achieved enables the differing attitudes, approaches, behaviours and priorities of winners and losers to the integration of learning and working, partnering with consultants and business schools, operating in the international business environment and creating international learning networks to be compared. Learning, training and development activities and interventions should address the root causes of "losing" ways and focus upon, enable and support winning attitudes and approaches. Success is directly related to the number of critical success factors that are put in place. Hence, the payoff from activities that address them can be considerable.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850310458171
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  • 7
    Electronic Resource
    Electronic Resource
    Creating a winning board: differing approaches of the boards of successful and struggling companies (2005)
    Bingley : Emerald
    Industrial and commercial training 37 (2005), S. 67-72 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - The article is intended to share findings from an ongoing investigation undertaken by questionnaire survey, interview and in-company observation into the leadership of performance improvement and corporate transformation. Design/methodology/approach - The article examines and compares the approaches and behaviours of winning and losing boards. Findings - Directors and boards of companies that succeed at managing change, competing and winning exhibit very different approaches Practical implications - Trainers and developers need to understand the differing approaches of the boards of successful and struggling companies and encourage and help directors, both individually and collectively, to learn from, emulate and develop the approaches and behaviours of those boards that are successful in managing change, competing and winning. Originality/value - The article highlights behaviours and approaches that trainers and developers need to encourage if directors and boards are to become more effective at managing change, competing and winning.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850510584205
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  • 8
    Electronic Resource
    Electronic Resource
    Transformation through teamwork: the path to the new organization? (1996)
    Bingley : Emerald
    Management decision 34 (1996), S. 7-17 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Teamwork is one of the most widely recommended tools for organizational transformation. Initiatives such as business process redesign, total quality management or new product development almost always depend on effective and high-energy group efforts. Presents a new study of team management practice, and the corporate objectives served, in a broad cross-section of organizations in the UK. Shows, by interviews and a survey of 100 firms, that teamwork and team-based organizations are likely to increase significantly in the future as a result of many strategic change programmes currently under way. Especially important will be the growth of teams linking firms to customers, suppliers and international partners. Examines critical success factors and makes recommendations for future practice. The growth of teamwork will be accompanied by new organizational forms and ways of working - the "new organization". This will be based on networks and clusters of skills, crossing boundaries with suppliers, customers and even competitors. New forms of training and team development will be required for flexible operation in fluid and ever-changing environments.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749610106927
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  • 9
    Electronic Resource
    Electronic Resource
    Business process re-engineering and teleworking (1996)
    Bingley : Emerald
    Industrial and commercial training 28 (1996), S. 12-15 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Summarizes the results of a European Commission project led by the author, which has examined business re-structuring across Europe and the relationship between business process re-engineering (BPR) and new ways of working. Found that there are many ways other than BPR for achieving fundamental change and that most exercises being undertaken in the name of BPR are of an improvement nature and in some cases more radical improvements are being achieved by those adopting new patterns of work. Argues that BPR is failing to harness enough of the potential of people. Business processes rather than management support or learning processes are being re-engineered. People are working harder rather than smarter.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859610105422
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  • 10
    Electronic Resource
    Electronic Resource
    The future of the organization: selected management and development issues (1997)
    Bingley : Emerald
    Industrial and commercial training 29 (1997), S. 204-207 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents some of the findings from a five-year international study into corporate renewal, learning and transformation programmes. Emerging network and virtual models of organization are making new demands on managers, and placing new issues such as network security, the protection of intellectual property, learning, and the development of more tailored approaches on to the senior management agenda. More holistic and people-centred approaches to management are needed. Boards are having to become champions of learning, aware of the distinction between knowledge and learning and of who is contributing to the intellectual capital of the enterprise as opposed to consuming it. Leading edge and mature companies move beyond being consumers of management tools, techniques and approaches to become producers of them, in order to differentiate and achieve their distinctive visions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859710190715
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