HRM-5011 v2

Cathro, V. (2020). An odyssey of virtual global team activity in the experiential learning environment of the Global Enterprise Experience (GEE). Computers in Human Behavior, 107.
This longitudinal study explores the Global Enterprise Experience (GEE) challenges in supporting integrated learning for business content and global competencies, including leadership skills, in a worldwide virtual team (GVT) context.

Halmaghi, E.-E., & Neag, M.-M. (2019). Aspects on sustainable development in learning organizations. Journal of Defense Resources Management, 10(1), 51–57.
This article addresses the sustainability competencies that a learning organization needs to adopt in order to develop. These include the capabilities and qualities that individuals, teams, and organizations need to have to effectively address the organization's internal and external sustainability challenges.

Tews, M. J., & Noe, R. A. (2019). Does training have to be fun? A review and conceptual model of the role of fun in workplace training. Human Resource Management Review, 29, 226–238.
The purpose of this paper is to aid academic research and training practice by addressing four critical issues. First, the meaning of fun is discussed in the context of workplace training. Second, the existing research on fun features in training is reviewed and critiqued. Third, based on Kahn's (1990) theory of psychological engagement, the authors propose a conceptual model to guide research to help increase understanding of the role of fun features in training. Fourth, the opportunities for future research as well as practical implications and caveats are discussed.

Singh, E. (2016). Learning organization and its impact on organizational effectiveness: A literature review. CLEAR International Journal of Research in Commerce & Management, 7(6), 37–39.
This article focuses on the study of the Learning Organization and its contribution towards organizational effectiveness. The analysis of the relationship between the learning organization and its impact on organizational effectiveness. With the help of examples and observations from previous academic research, the attributes of a learning organization and its linkage with its effectiveness are depicted.

Luhn, A. (2016). The Learning Organization. Creative & Knowledge Society, 6(1), 1–13.
Why do organizations need to learn? This question will be discussed in this article, as well as the definition and characteristics of learning organizations. The reader will get a comprehensive description of a learning organization based on Peter M. Senge's "The fifth discipline" to understand how a learning organization differs from traditional organizations.

Ravichandran, N., & Mishra, R. (2018). Toward building HR competencies: A shift from the non-learning toward the learning organization. International Journal of Healthcare Management, 11(3), 233–238.
This paper presents the case of a health care institution that adopted a holistic development package focused on enhancing the employees’ engagement, while focusing on the core organizational competency principle that stimulates learning opportunities and promotes autonomy and authority in operations and process management. The case invokes the leadership to follow the system-based transformational approach to build a new climate and culture, which focuses on organizational development.