The Development Capability: Building and Maintaining Senior Managers’ Capacity to Learn

Paul H. Dainty and Moreen Anderson

Chapter 3 in The Capable Executive, 1996, pp 67-92 from Palgrave Macmillan

Abstract: Abstract Changes in the global economic and technical environment are so radical and far reaching that many practitioners and commentators now claim that the capacity to learn is the only true source of sustainable competitive advantage.1 Those at the top of the organisation have a particular responsibility to exemplify this kind of behaviour. Not only do they themselves need to change and adapt, they also act as powerful role models for others in the organisation.

Keywords: Action Learn; Personal Growth; Performance Appraisal; Senior Executive; Development Capability (search for similar items in EconPapers)
Date: 1996
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13663-6_3

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DOI: 10.1007/978-1-349-13663-6_3

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