The efficiency of different ways of informal learning on firm performance: A comparison between, classroom, web 2 and workplace training

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

“…This literature review uncovered how corporations are moving towards OL processes to achieve competitive advantage for their business and talent assets (Crossan et al, 1999;Kumaraswamy & Chitale, 2012;Matsuo & Nakahara, 2013). In response, corporate training departments within organizations are moving away from traditional classroom instruction to find new ways to support informal learning using team interactions and technology (Jayanti, 2012;Kimiloglu et al, 2017;Mamaqi, 2015). An example is digital knowledge management platforms, which have demonstrated some success in support of OL processes (Schneckenberg et al, 2015), even within the IT and insurance industries (Chen & Chen, 2010;Yazdi & Haddadi, 2018).…”

“…An institution's greatest asset is its talent (Kennett, 2013;Kumaraswamy & Chitale, 2011;Mamaqi, 2015). For this reason, corporations significantly invest in corporate training departments.…”

“…Formal corporate education programs typically consist of planned events and activities such as classroom training, e-learning, simulations, webinars, and job aids (Kimiloglu, Ozturan, & Kutlu, 2017;Mamaqi, 2015). These are often packaged within various curricula designed and implemented by training professionals (Jayanti, 2012;Kimiloglu, Ozturan, & Kutlu, 2017;Mamaqi, 2015). However, the pace of change makes it difficult to produce and resource training fast enough, and people are finding new ways to learn without them (Jayanti, 2012).…”

“…However, the pace of change makes it difficult to produce and resource training fast enough, and people are finding new ways to learn without them (Jayanti, 2012). In addition, with the rise of new technologies, demand for learning in innovative and informal ways has increased, inciting the need for corporate training departments to re-evaluate what, when, where, and how they provide their services to their internal customers (Kimiloglu et al, 2017;Mamaqi, 2015).…”

“…In order to achieve competitive advantage, organizations' greatest value comes from a skilled and productive workforce (Kennett, 2013;Mamaqi, 2015). According to Kumaraswamy and Chitale (2011), "knowledge is one of the most important intangible assets possessed by human beings" (p. 309).…”