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dc.contributor.authorHailey, John*
dc.contributor.authorJames, Rick*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T09:53:09Zen
dc.date.available2011-05-24T09:53:09Zen
dc.date.issued2002-08-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/0961450220149753en
dc.identifier.urihttp://hdl.handle.net/10546/130566en
dc.descriptionLearning and knowledge management are crucial capacities for many NGOs. This article attempts to answer such questions as: why is learning seen as so important for NGOs? How do successful NGOs actually learn? And what role do key individuals or leaders play in this process? The article draws heavily on the findings of a study of South Asian NGOs, which suggests that an NGO's ability to learn is dependent on its organisational culture and in particular the development of an internal culture of learning. The case studies from South Asia reveal that the creation of this 'learning culture' derives primarily from the attitude of the leadership towards learning: at the heart of a learning organisation is a 'learning leader'.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent11en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/learning-leaders-the-key-to-learning-organisations-130566
dc.subjectApproach and methodology
dc.subjectEducation
dc.titleLearning leaders: the key to learning organisationsen
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.issuenameDevelopment and the Learning Organisationen
prism.number3 & 4en
prism.volume12en
dc.year.issuedate2002en


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