This document contains three papers on coaching and knowledge transfer. "The Role of the Learning Coach in Action Learning" (Judy O'Neil) reviews the literature on action learning and learning coaches, explores the role of learning coaches in action learning, and demonstrates the existence of external and internal influences that shape the interventions coaches use and govern consistency between espoused theory and theory in use. "The Impact of the Dimensions of the Learning Organization on the Transfer of Tacit Knowledge Process and Performance Improvement" (Miguel Hernandez) advances the argument that the process of within-firm transfer of tacit knowledge is influenced by an organizational environment fostered by implementation of the seven dimensions of the learning organization, which are as follows: continuous learning; dialogue and inquiry; team learning; empowerment; embedded system; system connection; and provide leadership. "The Relationship between Distance Coaching and the Transfer of Training" (Libin Wang, Tim L. Wentling) reports on a study that examined the relationship between distance coaching, a post-training strategy, and transfer of training. The study concluded that both actual coaching activities and participants' perceptions about the coaching they received have significant relationships with the transfer of training. All three papers include substantial bibliographies. (MN)