The purpose of this review is to explore the literature related to interpersonal forgiveness in organizations and its possible implications for management and HRD theory and practice. It defines forgiveness and provides a theoretical framework for its consideration within the workplace environment. It also reviews and discusses the benefits and risks of forgiveness, the role of leadership in a forgiving culture, and the literature regarding related business interventions.
In this article, the authors argue that management education has been corrupted by a "down loading" metaphor of learning that has created a culture of mediocrity. They argue that students should become scholars; that learning has inherent value, that discovery and critical thinking are essential for the leaders of tomorrow. The authors argue that students acting as scholars should not rely on organizations for direction, but should assume responsibility for making organizations havens for self-responsibility. This article is widely used to launch a discussion about student responsibility.
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