PurposeThe purpose of this paper is to investigate employees' and managers' accounts of interactive learning and what might encourage or inhibit emergent learning.Design/methodology/approachThe approach taken was a constructivist/social constructivist ontology, interpretive epistemology and qualitative methodology, using grounded theory method. Data collection included semi‐structured interview, “complete this sentence” and “scenarios” from 51 respondents: 22 managers and 29 employees in four private sector organisations. As respondents' theories emerged, these informed the next round of data collection, this process named “theoretical sampling”. Managers and employees were asked about perceptions of their own role and the other's roles in learning.FindingsReciprocity and participative learning involving managers and employees emerged. There was dynamism to the data and evidence of both Billett's notion of affordances and Stacey's patterns of local interactions. Employees encouraged learning through peer discussions, and motivation/personal initiative. Managers encouraged learning through have a go coaching, formal training opportunities and working with company structure and resources. The data support the idea of complex and integrated learning.Practical implicationsThe data informed both managers and employees in such a way as to highlight the dynamic and complex interactions around learning processes. One practical implication is employee and manager training in emergence and complexity as learning environments. Ideas of complex responses and patterns of local interaction resonated with the data more than particular typologies of learning.Originality/valueThis paper captures insights, especially from employees, into the dialogue and dynamism of their learning opportunities, whilst supporting existing theories. The need for managers to “learn” employees' local interaction patterns emerged as a future research agenda, alongside the need to penetrate the social space of employee learning more deeply.
This research set out to explore perceptions about the concept of an emergent learning space within private organisations, as the current literature on learning does not adequately differentiate between organised learning and emergent learning. The research objectives explored the existence of, and perceived level of organisational encouragement and support for, emergent learning. Utilising a grounded research approach, the researcher was able to explore how organisations can and do provide a space for emergent learning to occur. In support of social constructionist learning theory, it has shown that this space for emergent learning is strongly influenced by three main factors: the existence of peer discussions, active two-way communications between managers and staff, and a have a go coaching style of management. Constructivist learning theory was supported by the findings that many managers and employees actively seek out opportunities for creativity and innovation, through their own initiative and motivation. Emergent learning is further positively influenced by the existence of and support for organised training programs in the workplace, and the particular company structure and availability of resources. At the edge of chaos, the space for emergent learning was supported by strong two-way communications between managers and staff; the have a go management coaching style; willing peer discussions; ready access to training programs; the company structure and its resources, and the individuals own initiative and motivation. Factors that discouraged the creation of a space for emergent learning to occur were shown to be a resistance to change and insufficient time. The significance of this research lies in two areas. Firstly, the research contributes to the literature on emergent learning in organisations, and provides definition of and support for this type of learning. Secondly, the research assists in the often-cited need for improvement of managerial skills within organisations, by providing managers with ways in which they can ensure their organisations thrive in the 21st century through the active encouragement and support for emergent learning in the workplace.
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