Learning processes in a work organization

Tuija Lehesvirta

57 citations0/0 files storedJournal of Workplace Learning

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Innovative Education and Learning Practices Knowledge Management and Sharing Organizational Learning and Leadership

Abstract

The study investigates learning as knowledge‐creation processes on individual and collective levels. The processes were examined in an ethnographic study, conducted in a metal industry company over a four‐year period. The empirical study suggests that conflicts and crises experienced on individual level were some kind of incidental starting points for individual learning processes. Whether these processes continued to the collective level depended on how the individual learner or the collective recognised the significance of sharing knowledge as well as on opportunities, willingness and ability of individuals to share their experiences. It also depended on managers’ understanding of learning processes whether opportunities for knowledge sharing were arranged and thus, whether learning at work was supported.

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References

1991Exploration and Exploitation in Organizational Learning 1998The Knowledge-Creating Company 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1991Organizational Learning: The Contributing Processes and the Literatures 1983Ethnography: Principles and Practice 1999An Organizational Learning Framework: From Intuition to Institution 1981The Professional Stranger: An Informal Introduction to Ethnography.2017The Leaders New Work: Building Learning Organizations

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