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Informal learning after organizational change

Robert F. Reardon (Solvay Advanced Polymers, LLC, Augusta, Georgia, USA)

Journal of Workplace Learning

ISSN: 1366-5626

Article publication date: 1 October 2004

Abstract

This inductive, qualitative study investigates how learning took place among nine experienced engineers in an industrial setting after a major reorganization. A thematic analysis of the transcripts revealed that the learning was informal and that it fell into three distinct categories: learning new workflows, learning about the chemical process, and developing engineering expertise. The participants also describe five limitations to the learning in this context. The dynamic context of this study had a strong influence on the learning that took place.

Keywords

Citation

Reardon, R.F. (2004), "Informal learning after organizational change", Journal of Workplace Learning, Vol. 16 No. 7, pp. 385-395. https://doi.org/10.1108/13665620410558288

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited