Gotowe bibliografie tematyczne / Organisational learning

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Gotowa bibliografia na temat „Organisational learning”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 25 lipca 2025

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Artykuły w czasopismach na temat "Organisational learning"

Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are a

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Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (2023): 4143. http://dx.doi.org/10.3390/su15054143.

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The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies

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Barnard, Peter A. "Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution." International Journal of Educational Management 34, no. 8 (2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.

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PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ab

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Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.

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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in su

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Hoe, Siu Loon. "Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management." Journal of Information & Knowledge Management 06, no. 03 (2007): 211–17. http://dx.doi.org/10.1142/s0219649207001779.

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Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its

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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.

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Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned

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Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.

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Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation.

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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(Tony) Dunne, A. "Organisational learning in an Australian food industry chain." Journal on Chain and Network Science 7, no. 1 (2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.

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This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain par

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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual

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Rozprawy doktorskie na temat "Organisational learning"

Rossiter, P. G. "Organisational improvement through learning organisation theory." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/2256/.

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A research study was conducted of the management theories and quality philosophies that have been expounded throughout the twentieth century. This study included the modem thinking for quality improvement and business excellence to include the modem concept of Learning Organisations. This research project was undertaken with the aim of producing a framework based on the culture of Learning Organisation Theory and including within it the external influences on such a culture. The framework consisted on a core of human values, divided into five areas that are deemed important to learning organis

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Rodríguez-Gómez, David, and Sallán Joaquín Gairín. "Innovation, Organisational Learning and Knowledge Management in Educational Organisations." Pontificia Universidad Católica del Perú, 2015. http://repositorio.pucp.edu.pe/index/handle/123456789/116863.

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Educational organisations call for strategies that allow them to meet the constant and changing demands of their environment. It is not a question of organisations adapting to social change, but of them also being able to anticipate change and to seek out alternatives. It is precisely the development of organisational learning and knowledge management strategies that allows these challenges to be met, providing organisations with tools and processes that allow them to generate new knowledge and capitalise on existing knowledge, thereby improving staff performance and, therefore, the performanc

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Tarrini, Mauro G. "The Development and application of a bespoke organisational learning competency framework in a global organisation." Thesis, Cranfield University, 2004. http://hdl.handle.net/1826/113.

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Organisational Learning has been conceptualised and measured in various ways. The two studies reported in this thesis sought to take a new, bespoke approach to Organisational Learning in a global air transport company undergoing substantial organisational and strategic change. The research sought to develop a bespoke competency framework of Organisational Learning and apply it within the organisation to investigate employees' perceptions of the Organisational Learning climate. The research applied both qualitative and qualitative methods: semi-structured interviews and a 68-item self-completio

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Denton, John. "Organisational learning and organisational effectiveness in five major manufacturing companies." Thesis, Royal Holloway, University of London, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285451.

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Dakyen, C. C. "Investigating Organisational Learning Mechanisms (OLMs) and elements shaping organisational learning in selected universities in Nigeria." Thesis, University of Salford, 2017. http://usir.salford.ac.uk/42808/.

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This study explores the process of organisational learning in selected universities in Nigeria. OL is essential in an organisation’s ability to survive, grow, adapt and respond to environmental dynamics and changes. Universities as institutions of learning play significant roles in shaping societies. They develop minds and human capital, create and disseminate knowledge relevant for use by other organisations. In consideration of their contributions and relevance, researchers suggest the need to develop an understanding of how universities learn as organisations, especially in a complex enviro

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Sykes, Chris. "Efficient management, wasted knowledge? : a critical investigation of organisational knowledge in community services organisations." Thesis, Faculty of Business and Economics, 2007. http://hdl.handle.net/2123/12309.

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Riise, JÃƒÂ¸rn Hakon. "An examination of the relationship between organisational learning and organisational identity." Thesis, Henley Business School, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.444689.

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Mahdiputra, Suyanto. "Organisational learning in UK construction companies." Thesis, Northumbria University, 2007. http://nrl.northumbria.ac.uk/293/.

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This thesis advances the proposition that all organisations learn and that learning profiles vary across organisations of different types. However, successful organisations are those that have developed their organisational learning systems in accordance with their competitive strategies. It is the central objective of this thesis to test this proposition in UK construction companies that engage with the North East Constructing Excellence initiative. The research was organised through stages involving a business environment audit survey to establish the context of the sample population and a l

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Davies, Richard J. "Order and diversity: representing and assisting organisational learning in non-government aid organisations." Thesis, Swansea University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.558557.

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The aim of this thesis is to develop a coherent theory of organisational learning which can generate practical means of assisting organisational learning. The thesis develops and applies this theory to one class of organisations known as non-government organisations (NGOs), and more specifically to those NGOs who receive funds from high income countries but who work for the benefit of the poor in low income countries. Of central concern are the processes whereby these NGOs learn from the rural and urban poor with whom they work. The basis of the theory of organisational learning used in this t

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com, an99war@hotmail, and Mohd Anuar Arshad. "Organisational Learning: An Exploration of Learning Strategy Practices in Malaysia." Murdoch University, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20081104.104824.

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This study explores the Malaysian understanding and definition of the concept and terminology of organisational learning (OL) as well as the learning strategies and practices Malaysian organisations use to implement learning. As part of Malaysia's Vision 2020, the government has made a substantial and public commitment to promoting organisational learning to assist industry move to a first world economy status. A number of authors have defined organisational learning as a process of knowledge acquisition that involves continuous change to create, acquire, and transfer knowledge (Garvin 1993; M

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Książki na temat "Organisational learning"

Smith, Roderick. Organisational Learning. Routledge, 2016. http://dx.doi.org/10.4324/9781315716251.

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Harrow, Jenny. Modelling risk in public services organisations: Managers, organisational learning and organisational forgetting. ESRC Risk & Human Behaviour Programme, 1995.

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Denton, John. Organisational Learning and Effectiveness. Taylor & Francis Inc, 2004.

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University, Sheffield Hallam, ed. Learning to succeed: Organisational learning in the surveying profession. R.I.C.S., 1997.

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Erik, Andriessen J. H., and Fahlbruch Babette, eds. How to manage experience sharing: From organisational surprises to organisational knowledge. Elsevier, 2004.

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James, Kim. Psychological dynamics and organisational learning: From the dysfunctional organisation to the healthy organisation. Cranfield School of Management, 1996.

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Whittington, Claire. Organisational barriers to learning from mistakes: Development of an organisational climate measure. UMIST, 1995.

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Jakupec, Viktor. Flexible Learning, Human Resource and Organisational Development. Taylor & Francis Inc, 1999.

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Monks, Kathy. International organisational learning: Towards a research agenda. Dublin City University Business School, 1998.

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Pataki, György. Organisational greening as a process of learning. Business Ethics Center, 1999.

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Części książek na temat "Organisational learning"

Edmonstone, John. "Organisational Learning." In Why Hospitals Fail. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56224-7_13.

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Vindeløv-Lidzélius, Christer. "Organisational learning." In Developing Capacity for Innovation in Complex Systems. Routledge, 2020. http://dx.doi.org/10.4324/9780429321061-6.

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Chiva, Ricardo. "Organisational Learning." In Change and Development in Organisations. Routledge, 2021. http://dx.doi.org/10.4324/9781003152996-5.

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Plompen, Martine. "Organisational Creativity." In Innovative Corporate Learning. Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230288799_24.

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Yates, Julia. "Learning, training and development." In Organisational Psychology. Routledge, 2023. http://dx.doi.org/10.4324/9781003302087-4.

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Kidd, John B. "Organisational Learning is Dead! Long Live Organisational Learning!" In Can Japan Globalize? Physica-Verlag HD, 2001. http://dx.doi.org/10.1007/978-3-662-11285-4_10.

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Toft, Brian, and Simon Reynolds. "General organisational learning." In Learning from Disasters: A Management Approach. Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-349-27902-9_6.

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Toft, Brian, and Simon Reynolds. "Specific organisational learning." In Learning from Disasters: A Management Approach. Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-349-27902-9_7.

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Wiewiora, Anna. "Multilevel Organisational Learning." In Studies in Systems, Decision and Control. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-28735-0_2.

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Gijbels, David, and Roel Spaenhoven. "On Organisational Learning." In Theories of Workplace Learning in Changing Times, 2nd ed. Routledge, 2021. http://dx.doi.org/10.4324/9781003187790-11.

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Streszczenia konferencji na temat "Organisational learning"

Joshi, Meeta, Ashutosh N. Misal, Pranita R. Gosavi, Sharad Gautam, Melanie Lourens, and Pratik Rajan Mungekar. "Applying Machine Learning to Enhance Human Resource Management Strategies for Improved Organisational Results." In 2024 International Conference on Trends in Quantum Computing and Emerging Business Technologies (TQCEBT). IEEE, 2024. http://dx.doi.org/10.1109/tqcebt59414.2024.10545122.

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Mintii, Iryna. "Approaches to the Blended Learning Organisation." In International Conference on History, Theory and Methodology of Learning. SCITEPRESS - Science and Technology Publications, 2023. http://dx.doi.org/10.5220/0012647500003737.

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Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design." In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.

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Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.

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Lenart-Gansiniec, Regina, and Łukasz Sułkowski. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In NORDSCI Conference Proceedings. Saima Consult Ltd, 2018. http://dx.doi.org/10.32008/nordsci2018/b1/v1/55.

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Crowdsourcing is one of the new themes that has appeared in the last decade. It is perceived as an innovative method that can be used for problem solving, improving business processes, creating open innovations, building a competitive advantage, and increasing transparency and openness of the organisation. The importance of crowdsourcing for organisational learning is seen as one of the key themes in the latest literature in the field of crowdsourcing. This article is a response to the recommendations in the subject literature, which states that crowdsourcing in public organisations is a new a

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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.

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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be

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Lenart gansiniec, Regina. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In NORDSCI International Conference Proceedings. SAIMA Consult Ltd, 2018. http://dx.doi.org/10.32008/nordsci2018/b1/v1/47.

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Lenart-Gansiniec, Regina. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In LIVEABLE CITIES – FOUR EXAMPLES OF THE URBAN REGENERATION. SAIMA CONSULT LTD, 2018. http://dx.doi.org/10.32008/nordsci2018/b12/v1/15.

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Domnik, Jan, and Alexander Holland. "On Data Leakage Prevention And Machine Learning." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.45.

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An analyst in the field of Data Leakage Prevention (DLP) usually inspects suspicious file transfers which are called events. First of all, the data in question is classified. Then, the context of the transfer is determined. After this, the analyst decides whether the transfer was legitimate or not. This process is widely known as triage. It is monotonous, costly and resourceintensive. Therefore the following question arises; could modern DLP-Software utilize machine learning algorithms in order to automate the triage process? Further, this begs the question, which structural and organisational

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Tharaldsen, Jorunn Elise, Siri Wiig, Hilde-Karin Oestnes, et al. "A System Perspective on Organisational Learning." In European HSE Conference and Exhibition. Society of Petroleum Engineers, 2013. http://dx.doi.org/10.2118/164999-ms.

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Lavrinoviča, Beata, Inga Linde, Gunta Siliņa-Jasjukeviča, and Inese Lūsēna-Ezera. "School as a Learning Organisation: Impediments to Its Implementation in Latvia and Abroad." In ATEE 2022 Annual Conference. University of Latvia Press, 2023. http://dx.doi.org/10.22364/atee.2022.15.

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One after another, European educational systems are applying reforms to transform primary and secondary schools to fit continuously changing and dynamic environments. Reforms require schools to serve as lifelong learning centres for various learners’ groups, including school leaders, teachers and school staff, making them more flexible, collaborative and innovative in what comes to the teaching approaches. Simultaneously, gradual transformations in education are contextualised by the decrease in teaching staff and low motivation to remain in the profession due to a variety of reasons. ‘School

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Raporty organizacyjne na temat "Organisational learning"

Duckenfield, Vanessa. Responsible leadership as whole-person learning and organisational development in practice. Emerald, 2022. http://dx.doi.org/10.35241/emeraldopenres.1114939.1.

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Olarte Moyano, Juan Carlos. Explanatory Variables of Organisational Learning in Higher Education Institutions: A Scoping Review Protocol. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, 2025. https://doi.org/10.37766/inplasy2025.6.0100.

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Howard, Jo, Evert-jan Quak, and Jim Woodhill. Lessons Learned From K4D Learning Journeys: A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, 2022. http://dx.doi.org/10.19088/k4d.2022.166.

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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, came to an end in September 2022. This K4D working paper reflects on the learning processes and approaches facilitated by this programme, through ‘learning journeys’ conducted in collaboration with staff of the Foreign Commonwealth and Development Office (FCDO) in the United Kingdom. A total of 45 learning journeys took place, of which 33 have been assessed for this working paper. Through this assessment, we test our proposed Theory of Change for organisational learning (OL) in the context of internati

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Desk, Front. Learning for Sustainable Development: COL’S Impact Report 2015–2021. Commonwealth of Learning (COL), 2022. http://dx.doi.org/10.56059/11599/4045.

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The Commonwealth of Learning’s Strategic Plan 2015– 2021 sought to leverage open and distance learning (ODL) and contribute to the United Nations’ Sustainable Development Goal 4 by generating three long-term outcomes: better organisational capacity in ODL, increased opportunities for quality learning, and improved sustainable livelihoods. This report contains examples of impact from COL’s work during the plan period.

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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Edited by Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive enco

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Tusiime, Hilary Mukwenda, and Nahom Eyasu Alemu. Embracing E-Learning in Public Universities in Ethiopia and Uganda. Mary Lou Fulton Teachers College, 2023. http://dx.doi.org/10.14507/mcf-eli.j2.

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Most of Higher Education Institutions (HEIs) in Ethiopia and Uganda are adopting e-learning to increased demand for, and to widen access to higher education. However, e-learning has not yet been fully embraced. Adoption of e-learning technologies in many universities in Ethiopia and Uganda is still ad hoc; and efforts towards full utilization of e-learning in HEIs are still undermined by many factors. This study has been conducted to explore institutional policy challenges, strategies, and reforms required to embrace all-inclusive online academic programmes. Guided by explanatory-sequential mi

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Dasgupta, Anuttama, and Smitha N. Capacity Development Forum 2024 Proceedings. Indian Institute for Human Settlements, 2024. http://dx.doi.org/10.24943/cdf10.2024.

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The Capacity Development Forum (CDF) is an initiative of the Indian Institute for Human Settlements (IIHS) that aims to bring together diverse stakeholders involved in capacity development in India into a ‘community of practice’ to consolidate learnings from across the country and around the world into a strong and value-added network to consolidate learnings across the country and from around the world. The longer-term objective of the forum is to collaborate on Capacity Development practices and create a repository of knowledge on Capacity Development. The third convening of the IIHS Capacit

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Howard, Jo, Evert-jan Quak, and Jim Woodhill. A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, 2022. http://dx.doi.org/10.19088/k4d.2022.120.

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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, comes to an end in September 2022. K4D is a programme funded by and for the UK Government’s Foreign, Commonwealth and Development Office (initially with the Department for International Development, DFID, which was merged with the FCO in 2020). To reflect on the processes and approaches of learning that K4D enabled over the years, a special Working Paper series will be published. One important pillar of the programme was to facilitate learning processes through learning journeys. A total of 33 learning

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Carter, Becky, Abeer Al-Absi, and Paul Harvey. Sustaining Yemeni Capacities for Social Assistance: Lessons From a Decade of War. Institute of Development Studies, 2024. http://dx.doi.org/10.19088/basic.2024.006.

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Yemen has sometimes been held up as an impressive example of how existing social protection systems and capacities can be maintained and supported even during a prolonged war. While providing support to meet immediate life-saving needs is the humanitarian priority in Yemen, aid organisations also want to ensure that recurrent emergency operations are delivered in a way that will support, and not undermine, national reconstruction and rehabilitation for a post-conflict Yemen. Through a literature review and interviews with Yemeni and international stakeholders conducted in 2022 and 2023, this s

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Georgalakis, James, Saira Ahmed, Vaqar Ahmed, et al. Stories of Change: Covid-19 Responses for Equity. Institute of Development Studies, 2023. http://dx.doi.org/10.19088/core.2023.018.

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Covid-19 Responses for Equity (CORE) was a three-year, CA$25m rapid research initiative that brought together 20 research projects to understand the socioeconomic impacts of the pandemic, improve existing responses, and generate better policy options for recovery. The research, funded by the Canadian International Development Research Centre (IDRC), took place across 42 countries in Africa, Asia, Latin America and the Middle East. The Institute of Development Studies (IDS) supported CORE to maximise the learning generated across the research portfolio and deepen engagement with governments, ci

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