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.
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© 1996 Paul H. Dainty and Moreen Anderson
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Dainty, P.H., Anderson, M. (1996). The Development Capability: Building and Maintaining Senior Managers’ Capacity to Learn. In: The Capable Executive. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-13663-6_3
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DOI: https://doi.org/10.1007/978-1-349-13663-6_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-13665-0
Online ISBN: 978-1-349-13663-6
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