Abstract
Organizations increasingly recognize the potentials and needs of supporting and guiding the substantial individual and collaborative learning efforts made in the work place. Many interventions have been made into leveraging resources for organizational learning, ultimately aimed at improving effectiveness, innovation and productivity of knowledge work in organizations. However, information is scarce on the effects of such interventions. This paper presents the results of a multiple-case study consisting of seven cases investigating measures organizations have taken in order to spark effects considered beneficial in leveraging resources for organizational learning. We collected a number of reasons why organizations deem themselves as outperforming others in leveraging individual, collaborative and organizational learning, measures that are perceived as successful as well as richly described relationships between those levers and seven selected effects that these measures have caused.
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Kaschig, A. et al. (2012). Technological and Organizational Arrangements Sparking Effects on Individual, Community and Organizational Learning. In: Ravenscroft, A., Lindstaedt, S., Kloos, C.D., Hernández-Leo, D. (eds) 21st Century Learning for 21st Century Skills. EC-TEL 2012. Lecture Notes in Computer Science, vol 7563. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-33263-0_15
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DOI: https://doi.org/10.1007/978-3-642-33263-0_15
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