Informed by field observations of how proposals are handled in an organisation and inspired by the theoretical framework of organisational learning, I argue in favour of, and present design implications for, a web-based tool that facilitates organisational creativity though asynchronicity, anonymity, and persistency. However, early user feedback indicates that reward mechanisms must be addresse...

Based on the survey Organisation, Learning and Competencies, the paper explores the relationship between skills development and organisational commitment. The findings, in general, suggest a low correlation between skills and more involvement in the organisations. Particularly, professionals show more attachment to their jobs than to their organisations, confirming that job commitment does not ...

Research from the fields of adult learning, workplace education, professional development, organisational learning and co-operative education are drawn on to identify elements that should be considered in the design, implementation, management and sustained improvement of co-op programs. Each work placement is unique meld of stakeholders, the job and the organisational context. Key factors that...

The current study reports upon further evaluation of the psychometric properties of the Learning and Development Survey. Originally tested on 113 local government employees, the Learning and Development Survey was found to have good reliability, however there was a large proportion of redundant items, with 62 indicators spanning six constructs. These six constructs were: Organisational Opportun...

The articulation of Knowledge Management as an organisational strategy has occurred in the context of a radical shift towards an information based economy. The most significant aspect for organisations operating in the information economy is their ability to utilise the volumes of information that are now readily available without the constraint of media, geography or time. A critical factor fo...

This chapter describes an action research project, Building a High Value Construction Environment (B-Hive), involving: two major construction clients, a privatised utility company (Thames Water), and a major leisure services provider (Whitbread Hotels); a large construction company (Taylor Woodrow); two leading construction consultancy firms; and Leeds Metropolitan University and London School ...

Both intellectual capital (IC) and knowledge management (KM) have been recognised as significant resources, when properly managed should enhance competitiveness, sustainability and performance. IC comprises the human, organisational and relational capital or resources. KM is about the ‘flow of knowledge’ from individual learning to organisational learning through KM processes to enhance organis...