Author:
Campbell Ian,Dealtry Richard
Abstract
Captures the researches, experience and current thoughts of two leading professional corporate university and corporate academy solutions designers and developers. Provides a provocative commentary on the quality of current management perspectives and practice in the area of corporate university management and comments on some of the popular misconceptions of what the corporate university is all about. Moves forward, from a critique perspective, with comments on a proactive modality for configuring intellectual properties and implementing intervention programmes. This process involves the development of dynamic scenarios around “thinking schools” properties and their manifestation through management processes defined as the BLU way. Emphasises the vital strategic management role being undertaken by the new generation of corporate university managers and the nature of the skills and competencies necessary in renewing and sustaining intelligence based enterprise cultures in organisations.
Subject
Organizational Behavior and Human Resource Management,Development,Social Psychology
Reference6 articles.
1. Dealtry, R. (2001), “Configuring the corporate university – managing a portfolio of thinking schools”, Journal of Workplace Learning, Vol. 13 No. 1, pp. 30‐8.
2. Dealtry, R. (2002), “Managing the issue of learning relevance in the formulation of corporate learning strategies”, Journal of Workplace Learning, Vol. 14 No. 5, pp. 209‐14.
3. Dealtry, R. (2003), “Issues relating to learning accreditation in corporate university management”, Journal of Workplace Learning, Vol. 15 No. 2, pp. 80‐6.
4. Farjoun, M. (2002), “Towards an organic perspective on strategy”, Strategic Management Journal, Vol. 23 No. 7, pp. 561‐94.
5. Hintz, O. (2003), “The stumbling stone project revisited – new roles for middle managers”, paper presented at the ECLO Conference – Learning from Crisis, 22‐24 May.
Cited by
9 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献