Includes "Relating Strategy, Structure and Performance" (Richard E. Teare, Jorge Costa, Gavin Eccles); "Interpreting and Responding to Customer Needs" (Richard E. Teare); "Developing a Curriculum for Organisational Learning" (Richard E. Teare); and "Implementing Virtual Support for Workplace Learning" (Richard E. Teare). (SK)

Work is a key site of learning and focus for continuing education. Global communications and information technologies are transforming work-based learning opportunities. New professional skills and organizational structures are needed to support work-based learning and learner self-competency. (SK)

A case study of a Fortune 500 company was used to develop an integrated model of high-performance work organizations. Components are systems thinking, team interaction, team principles, and results. The model requires an ongoing training plan, change agents or champions, and recognition of teams' productive potential and fragile nature. (SK)

A literature review on action learning in management/executive development concludes that few meaningful examples of action learning have been assessed for their effects on organizations. There has been more focus on team building than on individual or organizational learning. (SK)

Reviews the psychological need for certainties in uncertain situations in business and the generic solutions offered by the "guru" industry. Points to action learning as a developmental method geared toward asking questions rather than providing answers. (SK)

The key features of continuous lifelong learning are open access, recognition of learning wherever it takes place, and new learning networks and partnerships. Lifelong learning is at the heart of the development of the virtual university, which must be a real university offering opportunities otherwise unavailable. (SK)

Evaluates the relative merits of approaches to measuring corporate and competitive performance: financial, stakeholder, admiration, reputation, and corporate logic models. Promotes a holistic framework for selecting appropriate measures that considers strategic success in terms of values, environment, and resources. (SK)

The planning wheel considers the interaction of six components of program planning. Within a macro/micro systems approach, the model incorporates internal and external forces that influence economic development by capturing political, social, cultural, technological, and economic forces. (SK)

The orthodox view that nonwork-related employee development contributes to organizational effectiveness is flawed in theory and practice. In a democratic society, employee development deserves to be sponsored insofar as it contributes to the process of democratization. (SK)

Readability indices were used to evaluate job-related reading matter; comparison with high school textbooks was made to determine a reading-level gap. A minimum high school reading comprehension level was assumed in workplace materials; textbooks often exhibited lower scores on reading formulas. (SK)