Anytime/anyplace computing and the future of knowledge work
Communications of the ACM
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
The growth of information workers in the U.S. economy
Communications of the ACM - The digital society
Making knowledge work in virtual teams
Communications of the ACM
EC-TEL'10 Proceedings of the 5th European conference on Technology enhanced learning conference on Sustaining TEL: from innovation to learning and practice
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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.