Learning Strategies in Enterprises: Empirical Findings, Implications and Perspectives for the Immediate Future

Autor/inn/en	Brandi, Ulrik; Iannone, Rosa Lisa
Titel	Learning Strategies in Enterprises: Empirical Findings, Implications and Perspectives for the Immediate Future
Quelle	In: European Journal of Education, 51 (2016) 2, S.227-243 (17 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0141-8211
DOI	10.1111/ejed.12178
Schlagwörter	Learning Strategies; Stress Variables; Sociocultural Patterns; Skill Development; Incentives; Burnout; Business; Human Resources; Networks; Communities of Practice; Affective Behavior; Workplace Learning; Corporations + Suchen Sie Ihr Suchwort? Learning methode; Learning techniques; Lernmethode; Lernstrategie; Soziokulturelle Theorie; Kompetenzentwicklung; Qualifikationsentwicklung; Anreiz; Burn out (Psychology); Burnout-syndrom; Burnout-Syndrom; Business studies; Wirtschaft; Betriebswirtschaft; Humankapital; Community; Affective disturbance; Active behaviour; Affektive Störung; Unternehmen
Abstract	The article examines learning strategies at the enterprise level, conceptualising them into three main dimensions: learning systems and incentives, connecting to the affective dimension of learning which behavioural learning addresses effectively; skills' development, chiefly addressing the cognitive dimension of learning to which cognitive and action learning principles can be applied; and, work design and the organisation of work, which attend to the structural dimension of learning and socio-cultural approaches. Through this conceptual understanding, we empirically explored the learning strategies of 194 enterprises, searching for the most pressing needs and commitments to learning. Our results show that enterprises struggle to find the optimal balance between the use of systematic and ad-hoc arrangements of learning systems and incentives, yet they must emphasise intrinsic needs as a key business strategy, systematise certain aspects of HR, whilst minimising the negative effects of status distinction, hierarchy and bureaucracy. They must also address the pervasive effects of stress and burnouts. Most especially, enterprises must address the gap between the high valuation of soft skills and the low investment in developing them. Methods equipping enterprises with clear calculations for return on investment in soft skills' training are needed. These issues can be effectively addressed by strengthening networks and communities of practice, fostering greater awareness of public funds and public-sponsored opportunities, investing in public-private research and backing the greater recognition of on-the-job learning. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01