Organizational Support for Action Learning in South Korean Organizations

Abstract

Abstract The purpose of this study was (1) to examine the impact of organizational support on employee learning and performance and (2) to elaborate on the context of organizational support for action learning in South Korean organizations. For this inquiry, two central questions were posed: What are employee reactions to organizational support for action learning? And what are key elements of organizational support for action learning? Framed by organizational support theory (OST), this study involved a mixed methods research design, including (1) a survey involving 268 action learning participants and their supervisors from 28 participating companies asked to report their perceptions of their organizations' support of action learning and (2) one‐on‐one, semistructured interviews with 34 HR managers and executives aimed at elaborating on the nature of support for action learning in their organization. Study findings support OST and indicate that South Korean organizations support action learning in a variety of ways and that such support was a critical factor in the success of their action learning efforts.

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