Innovative organizational learning technologies (iOLTs)In a persistent rhythm of growth, competitive organizations keep on the lookout for innovation and new methods that strengthen their capacity to react coherently to change. Organizational learning research follows these pursuits closely to try and untangle the elusive "learning" dimension of this rhythm. More recently, the practices in deploying organizational learning have transformed through mobile, online and offline technologies that optimise learning processes and results; what we name "Innovative Organizational Learning Technologies" (iOLTs). Although we are still in the early stages of adoption, the use of new learning technologies is well in progress: "We have only just begun to understand the power", McKinsey reported (Chui et al., 2013, p. 13). Our view is that the promise of faster, cheaper, more comprehensive and inclusive learning technologies has in fact created opportunities for insights into the "language" of organizational learning. But, how can iOLTs be our Rosetta Stone? Opportunities for new insight into organizational learningThe context of organizational learning -in which iOLT providers and users position themselves explicitly -consists of three approaches to learning (Brandi and Elkjaer, 2011) (Table I).
Purpose The purpose of this paper is to examine learning strategies for competence development at the enterprise level, and how these can be actualised in practice. The authors focus on three influential aspects, namely: the highest valued employee skills, main triggers for learning and investment in learning, as well as the most successful types of learning. Design/methodology/approach The empirical research was designed according to abductive reasoning. The data draw on research we undertook between 2013 and 2015, including semi-structured interviews with management, human resources and union representatives, as well as questionnaire responses from a total of 31 EU and 163 EU-competitors, across 53 industries and 22 countries. Findings Competence development requires flexible, learner-centred strategies for initiatives that respond to immediate business needs. Additionally, despite soft competences being so highly valued and sought after, investment (financial and other) by enterprises in developing them is low, relative to the investments poured into hard competences. Also, there is a clear employee demand gap for learning that develops soft competences. Originality/value Findings and recommendations are based on a large-scale empirical study, providing state-of-the-art knowledge, upon which we can renew our current learning strategies in workplaces.
Purpose The purpose of this paper is to explore how enterprises are to arrange its learning processes in order to optimise the integration and creation of sustainable organisational learning. The paper describes a lite learning evaluation technology that makes processual real-time evaluation of implementation of new knowledge and competences in practice context. Design/methodology/approach The research is based on a case study that is designed and planned as a mixed method inquiry. The empirical case study is based on data from a large Danish enterprise from the telecommunication industry conducting a leadership and sales training programme. Case study analysis uses data drawn from the implemented pulse survey followed up with qualitative interviews with the course participants. Findings The authors show results on two levels. On the individual level, processual real-time lite learning evaluation tools create transparency and adaptability. On the organisational level, tool shapes the organisational capacity to improve routines and practices for how to work with organisational learning and learning data in general. Instead of treating learning and development as something that happens “automatically”, organisations now have a tool for informed decisions aimed at creating sustainable organisational learning processes and results. Originality/value The paper prompts insights that call for enterprises to enhance focus and dialogue on how to work in new and smart ways with learning at a multi-stakeholder level in organisations. The design and deployment of a real-time lite evaluation tool in organisations are key to bolster learning and competence development, so that organisations and societies can become more responsive in responding to the challenges posed by today’s knowledge economy.
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