Emerald

The purpose of this paper is to inform readers about the pivotal role of venture capitalists in the development of the companies they finance.

The case study is based on interviews with the company and the investor, supplemented by desk research that includes company literature and press reports.

The paper shows how Care UK, which delivers social services to a number of clients in both the public and private sectors, was able to develop its training function and relevant organizational capabilities with the active support of Sovereign Capital – Care UK's venture capitalist. Training in both basic health and personal care has proved very successful in making the company a market leader in its particular market.

Provides valuable insights into innovative management practices in the social services sector area.

The purpose of this paper is to outline techniques for developing and encouraging tacit knowledge sharing.

These techniques are drawn from research and practical experience in improving worker knowledge sharing.

Some highly useful and broadly applicable ways to increase tacit knowledge sharing – when supported by an organizational reward system – are organizationally developed wikis, town hall meetings, and mentor programs.

This paper provides specific suggestions on tacit knowledge sharing methods for increased organizational performance.

The purpose of this paper is to provide an antidote to the supposed divide between directive and non‐directive coaching.

The article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience.

There is an alternative to the directive/non‐directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems.

The article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients.

The article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice.