The social fabric of a team-based M.B.A. program: network effects on student satisfaction and performance

Article Abstract:

The present study was an empirical analysis designed to measure the social networks of master of business administrations (M.B.A.) students and the networks' relationships to attitudinal and performance outcomes. Results from 250 students indicated that centrality in friendship, communication, and adversarial networks affected both student attitudes and grades. Moreover, an analysis of 62 assigned teams showed that relationships within and between teams also had significant effects on student perceptions of team effectiveness and objective team performance. Implications for student networks and suggestions for future research are discussed. (Reprinted by permission of the publisher.)

Social aspects, Performance, Graduate students, Master of business administration degree, Team learning approach in education, Collaborative learning

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The evolution of learning strategies in organizations: from employee development to business redefinition

Article Abstract:

A redefinition of business logic and processes happens due to the rapid economic and political changes, globalization and technological advances and changing consumer needs. This will entail a growing reliance on learning to ensure the success of organizations. The interest shown by companies on corporate learning centers, universities and other learning outfits proves that these entities realize the importance of learning to achieve corporate success. Motorola University was cited to show the three stages of evolution of learning strategies in big business establishments.

Business Methods, Methods, Management, Business enterprises, Business planning, Employee development

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Posttraining strategies for facilitating positive transfer: an empirical exploration

Article Abstract:

The effectiveness of three posttraining strategies are rated to see which can best be used to accomplish the transfer of training: participative goal setting, assigned goal setting, and the behavioral self-management technique. The study shows that both the participative and assigned goal setting environments are greater than the behavioral self-management and control environments for inducing maintenance of behavioral change during a two-month limit. The implications of the research for training and further studies are examined.

Planning, Usage, Occupational training, Organizational behavior, Transfer of training

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