Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains

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Gower Publishing, Ltd., 2005 - Business & Economics - 285 pages
2 Reviews
The emphasis on corporate universities has been a driving force in moving companies beyond a restricted approach to training, to a central vision for learning within the organization. However, there have been failures and many corporate universities have struggled to bring a business rigour to learning or to align their development with the key business and financial drivers of the organization. It is time for the Corporate University to demonstrate how business rigour, handled deftly and with strong and perceptive leadership, can revolutionize learning both inside and outside the organization. The Handbook of Corporate University Development is an important catalyst towards this process.It draws on experience from around the world, to provide anyone responsible for strategy and learning at senior levels in government, education and business with a picture of current best practice.
 

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The authors provide well organized information for the development of adult learning opportunities that exist in addition to Corporate Universities. As a result of being able to scan much of the book online, I have already requested it for inner-library loan and for future purchase by the university library. $190.00 is a bit steep for an individual!
The book is supportive of much of the corporate education initiatives with which I am involved.
I rate it very highly.
Nell Hartley,Ph.D
Professor of Management
 

Contents

Introduction
3
Using a Corporate University Initiative to Drive Strategic Change
17
The NHSU
29
Addressing Key Skill Shortages in the International Information Technology
43
Publicprivate partnership in education the role of industry
49
The structure and operation of the Aqua Corporate University
55
Production
61
ORGANIZING AND MANAGING A CORPORATE UNIVERSITY
67
LEARNING TECHNOLOGIES AND PROCESSES
153
Measuring the markets for elearning
161
References
168
Blending in practice
174
References
180
Developing an Eenabled Corporate Learning Strategy
193
The new strategy
199
Conclusions
205

The Centralization Dilemma and a Balanced Solution
83
The ST balanced service model in practice the case of the School of Sales
91
Doing Business with Business Schools
97
A new operating model
104
The development process
114
Conclusion
121
Scorecards for corporate universities
128
The experiment in internationalizing the corporate university
134
Gaining Accreditation for a Corporate University
139
Lessons learned about corporate universities and other managerial initiatives
145
Traditional communities innovative methods
211
Note
217
Conclusion
232
Organizational learning in practice
239
A key supporting technology for organizational learning
246
PROSPECTS AND POSSIBILITIES FOR CORPORATE UNIVERSITIES
251
The semantic web and intelligent agency
257
Presence
264
Index
281
Copyright

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About the author (2005)

Rob was born in Africa, schooled in Edinburgh, and a student at Oxford and the University of Pennsylvania's Wharton School. He has taught at the Open University for more than 25 years where he helped pioneer the use of Supported Open Learning for management development and has led several major curriculum development and design exercises. He was instrumental in setting up the Centre for Public Leadership and Social Enterprise, where he is based. Starting with studies of worker co-operatives in the 1970s, he has had a long-standing interest in how value-based organisations can sustain their social commitments and still ensure effective, enterprising forms of management and organisation. His research on performance measurement and improvement methods in public and non-profit contexts led to the popular Managing and Measuring Social Enterprise (Sage, 2003). Currently, he is working with nine chief executives in a study (funded by Zurich Financial Services Charitable Trust and NCVO's Leadership Centre) of the 'inner world' of leaders in public and non-profit settings. For many years he has also pursued an interest in management learning, publishing articles, leading research projects, and working with the Higher Education Academy Subject Centre for Business, Management and Accountancy to encourage new approaches to teaching and learning. Recent publications include a co-edited volume on Corporate Universities. He has consulted to, and taught in, a range of public and non-profit organisations, and chaired the Trustees of the Scott Bader Commonwealth (a small multi-national chemical company of Quaker origins that has an international reputation for employee involvement and corporate social responsibility). He has served as Secretary of the Association of Researchers on Non-profit Organization and Voluntary Action (ARNOVA), the leading international body in this field, and is a member of the Advisory Council for the University Network for Social Entrepreneurship.

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