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A five-year study of corporate approaches to learning and change shows too little attention has been paid to individual feelings and concerns. More reflective thinking and holistic, sensitive, people-centered approaches to management are needed. The potential of shared learning and learning technology needs to be better understood. (SK)

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

Byline: Colin J. Coulson-Thomas Increasingly, knowledge is being shared, but is it being exploited to generate additional income streams and grow shareholder value? This article examines how 51 companies that generate around 9.3 billion in revenues from their know-how are managing 20 different categories of intellectual capital. Their experience suggests that boards need to increase the proportion of people who are creating, packaging and exploiting know-how and ensure various forms of knowledge from designs, websites, patents and copyrights to processes, skills and customer and supplier relationships are being fairly valued, fully exploited and converted into profit and ultimate shareholder wealth.

Byline: Colin J. Coulson-Thomas Many approaches to knowledge management focus excessively upon sharing an existing stock of knowledge and pay inadequate attention to determining and developing the new knowledge required for achieving priority objectives. This article considers the contribution of corporate learning strategies to knowledge creation. A survey of the experience of 69 significant organisations suggests training and development inputs are not leading to intellectual capital outputs. As the proportion of final value delivered to customers represented by 'know-how' continues to increase, companies need to put more emphasis upon knowledge creation and recruit or develop knowledge entrepreneurs.

The article presents information on integrating learning and working. What are the preferred approaches to learning of major European companies? Where should learning be located and how should it be related to work? These and other questions were asked during the course of a wider 1990 survey of how best to prepare managers for effective international operation. The responses reveal a clear preference for the integration of learning and working. The place of work is the preferred location of learning, and the most relevant approaches are thought to be tailored company-specific programmes with a project component. The wider survey was commissioned by Surrey European Management School. To ensure independence and objectivity the questionnaire and interview survey were undertaken by Adaptation Ltd, a specialist consultancy and research network. The questionnaire component of the survey was designed to seek the views of about eighty organizations. This number was thought appropriate in relation to the size of the total population of "major professions" and of corporations with a turnover in excess of one billion pound.

Presents abstracts on human resource management, published in the January 1991 issue of the periodical 'Journal of European Industrial Training.' Importance of human resource in the success of an organization; Development of language training for international manager; Literature on strategic human resource development.