'Lifelong learning' is moving from buzzword to reality for ever latger numbers of workers. Firms increasingly need their workers to be active, self-directed learners who contribute to innovations and improvements of processes, products and services. Companies that explicitly encourage and support worker learning, from a strategic perspective, are called 'learning organisations'.
This book is the result of an European study into the changing views and practices of professionals in the field of Human Resource Development within such organisations.
Focusing on Europe, the book contains authors and research from Finland, the UK, Germany, The Netherlands, Belgium, France and Italy. Theoretical explorations of the learning organisation and the changing face of HRD complement nearly thirty case studies of HRD functions.
This book will be essential reading for both academics and professionals in the fields of HRD and lifelong learning.
2. S. Tjepkema, H. ter Horst and M. Mulder Learning Organizations and HRD
3. S. Tjepkema Methodology
4. D. Buyens and S. van Schelstraete Cases from Belgium
5. T. Vaherva and H. Woods Cases from Finland
6. D. Belet Cases from France
7. K. Meinicke, R. Reinhardt, A. Buschmann and P. Pawlowsky Cases from Germany
8. M.Tomassini and A. Cavrini Cases from Italy
9. H. ter Horst and S. Tjepkema Cases from The Netherlands
10. S. Sambrook and J. Stewart Cases from the United Kingdom
11. S. Tjepkema Conclusions from Case Studies and Survey
12. S. Sambrook and J. Stewart Reflections and Discussion
HRD theory is changing rapidly. Recent advances in theory and practice, in how we conceive of organizations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organizational, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice.