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The study focuses on the question of how HRD personnel employed in a large multinational company perceive learning at work. We are interested in how HR development staff describe learning at the individual, collective and organizational levels. The participants were Finnish and Chinese human resource professionals (n?=?17) who used an asynchronous web-based tool to study adult education. The empirical data consist of all the texts sent to a web-based discussion forum. The findings showed that the HRD practitioners' views of learning covered quite evenly all three levels of organizational learning. The practitioners paid special attention to practical learning taking place in connection with everyday work activities, to communication and collaborative learning and to the development of a learning organization. This reflects the multifaceted nature of learning at work and the necessity of using HRD to integrate individual- and organizational-level needs in order to enhance organizational learning. The participants frequently reported that they found this a demanding task that required a clear 'understanding of humans, people in the organizations and their learning'. If organizational learning is to meet its current challenges it should take note of messages like these from HRD practitioners, which emphasise the diversity of learning experiences. Promoting a shared understanding and especially awareness and recognition of the fundamental issues associated with learning at work is a possible first step.     

Reviewers

This paper reports the findings of a research study into the application of lean production methods to a traditional aerospace manufacturing organization. The approach taken to lean production is described, along with what worked and what did not. Two main stumbling blocks to the application were identified the redundancy programme and a lack of employee education in the concept and principles of lean production. A number of the methods of lean production were found not to be as effective as in the motor manufacturing environment, the reasons for this included the dominant position of the company and the customer demand characteristics. In addition, both management and the industrial workers found the transition from traditional manufacture to lean production was not easy to make.     

A blueprint for career change when you don't know what you want to do

Follow the paths of a gynecologist turned investment banker and an internist who became a medical writer. Both used a proven process to change their careers and determine what they wanted to do.     

Acknowledgment to Guest Editors and Reviewers (2012)

Decision Sciences (DSJ) formally thanks the consulting associate editors and reviewers who have provided expert direction and advice on a voluntary basis. Through their efforts, the journal is able to provide submitting authors with well‐articulated, constructive, and prompt reviews. The following list acknowledges those who served from July 1, 2011 to June 30, 2012. On behalf of the editorial board and the submitting authors, we acknowledge their service to the journal and gratefully appreciate their contributions to our profession.     

List of Reviewers

Journal of Management and Governance -     

List of Reviewers

Journal of Management and Governance -