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.

Brion, C. (2023). The impact of local culture on adult learning transfer: implications for human resources professionals. Human Resource Development International, 26(3), 331–340.
This paper expounds on a Multidimensional Model of Learning Transfer grounded in culture. In today’s global economy, people frequently work across national and local cultural boundaries. Consequently, human resources administrators must understand the influence of local culture on the entire learning transfer process, from pre-training to follow-up. Such an understanding is essential if they aim to achieve a return on their financial, time, and human investments.

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.

Li, X. (2024). Enhancing knowledge sharing of host-country nationals in foreign subsidiaries: Does cultural intelligence matter? Social Behavior and Personality: An International Journal, 52(9),1N. 
This article explores the significant role that host-country nationals play as strategic resources within foreign subsidiaries of multinationals. Specifically, it examines how cultural intelligence influences employees' knowledge-sharing in a cross-cultural workplace. Drawing on social identity theory, this study develops a theoretical framework to investigate how the cultural intelligence of host-country nationals can boost their knowledge sharing by enhancing their social identity. Additionally, it delves into the mediating roles of their relationships with expatriates and their identification with the organization.

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.

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.