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There are still many questions remain unanswered about the relationship between Organisational Learning (OL) and Continuous Improvement (CI). For example, how do OL and CI contribute to business performance? Are OL and CI equal? Do OL and CI support each other? Should OL and CI be implemented separately or together? If together, how to integrate OL and CI? This paper records the research on the empirical relationship among CI, OL and Performance Improvement (PI). The research is based on the survey data from about 500 manufacturing companies from seven European countries and Australia. Data analysis is based on Structural Equation Modelling (SEM). It is found out that OL and CI do support or enhance each other. However, only CI directly contributes to PI. The research does not find direct relationship between OL and PI. The results suggest that OL should not be treated as the end, but a means to enhance CI. The research triggers the discussions on what are the real differences and commonalities between OL and CI and how to integrate OL and CI in order to achieve benefits from both. The discussions proposed the concept and Learning for Organisation. The main managerial and research implication is: OL should not be implemented alone! OL should be implemented or studied in a functional context such as CI, Six Sigma, new product develop, innovation and market orientation. (Contains 2 figures and 2 tables.)

Background: The European Disability Strategy (2010-2020) seeks to significantly raise the proportion of people with disabilities working in the open labour market. The ERGO WORK project is a collaboration of academic and industrial partners in six European countries, focused on understanding and tackling barriers to workplace inclusion for workers with disabilities. Methods: This study sought to explore the perceptions and needs of stakeholders in terms of workplace adaptation to the needs of employees with disabilities. An exploratory online survey was completed by 480 participants across six countries. Results: The analysis suggests that workplaces could be further improved to meet the needs of employees with considerable scope for training within companies to raise awareness about employees' needs, employers' obligations and workplace adaptation. Conclusions: This snapshot suggests there is still a gap between intent and reality in workplace inclusion and further strategies are needed to improve the opportunities for employees with disabilities. The paper argues that ergonomics may have a key role to play in tackling these challenges and adapting the workplace environment and job design to suit the needs of individual employees. [ABSTRACT FROM AUTHOR]

This paper focuses on the role of business networks, and especially on the ways in which formal and informal interactions among economic agents shape the tourist product. Local businesses are considered as agents who realize and/or create economic opportunities and develop new goals and strategies. Businesses are not viewed as independent entities, but as actors whose actions are embedded in structures of ongoing relations. As such, similar resources and activities based in rural tourism destinations do not necessarily have the same consequences at different times and places. Business networking is a crucial factor in organizing activities and resources at the local level, leading to spatially different levels of integration. Such differences are focused on here, using illustrative examples and findings from the case-study regions in the UK, Spain and Greece. [ABSTRACT FROM AUTHOR]