Informal workplace learning is an essential part of lifelong learning. In recent years, digital technology has come to play an increasingly important role in enabling informal learning at work through various tools and resources. However, as little empirical research exists on informal learning in this context, more knowledge of digital work…

Purpose: The aim of this study is to enhance diversity, equity, and inclusiveness (DEI) culture by using individuals' learning engagement (ILE) as a catalyst with formal and informal learning engagement interventions for sustainable learning and performance. Design/methodology/approach: As part of a transdisciplinary study (DEI and learning), a…

Despite the plethora of previous studies on the various uses of e-learning, there is a dearth of research on employees' action to use corporate e-learning (ACE). The present study attempts to address this lack in literature by investigating whether individual factors such as self-esteem and need for cognition, and job factors such as job hygiene…

During the last 10 years, new models of funding and training PhD students have been established in Denmark in order to integrate industry into the entire PhD education. Several programmes have been conducted where it is possible to co-finance PhD scholarships or to become an employee as an industrial PhD in a company. An important question is what…

Blended learning, mixing online and face-to-face learning modes, has been increasingly adopted in training with the expectation that it will help solve transfer problems and will lend other educational benefits. While there is a set of knowledge about design for facilitating transfer, it has not been investigated in a blended environment context.…

Discusses the differences between corporate universities and training departments and suggests that marketing is a big part of it. Defines knowledge management as the effort to capture an organization's collective experience and wisdom and to make it useful to everyone. (JOW)

After an absence of 10 years, strategic planning has returned as a prime management issue. New attitudes, new approaches, and new players have emerged with new practices. A good strategy can make a company more attractive to customers and investors as well as a better place to work. (JOW)

Corporate environments treat work activity related to processing information and the one of learning & professional training (L&T) separately, by keeping L&T on a low priority scale, and perceiving little dependency between both activities. Yet, our preliminary analysis of an organisation has revealed that both activities mutually affect each…

If the learning organization is ever to become a reality and if employees are to be continuous learners, the notion of self-directed learning has to move beyond the buzzword phase and become a major force in employee training. (Author)

Of a group of 91 trainees, 35 had a pretraining expectations discussion and posttraining follow-up with their managers and 35 did not. Those who received management support had significantly higher transfer and a more positive perception of the forces in the work environment encouraging transfer. (SK)

Discusses the basic skills training program instituted for the nonexempt work force at First Chicago Corporation, the 10th-largest bank holding company in the United States. Presents the rationale for the program and describes the successful training efforts in place at the bank. (JOW)

Work force diversity programs are designed to protect the company's return on investment by bringing to the surface the subtle discomforts, fears, and biases most people experience when they find themselves working with people who are different from themselves. (Author)

People will be productively employed in more democratic organizations to the extent they can keep learning, overcome the anxiety inherent in change, continuously deepen their knowledge, and develop a battery of flexible skills for collaboration over diverse and widening systems. (Author)

Interviews with 96 participants indicated that employees, managers, and human-resource-development staff use different strategies to organize work-related learning networks. Choice of strategy (extended training, directed reflection, reflective innovation) was partially related to type of work (machine-bureaucratic, entrepreneurial, professional).…

A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)