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Are “skills” all there is to learning in organizations? The case for a broader framework

Ian Cunningham (University of Sussex, Brighton, UK.)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 4 April 2008

Abstract

Purpose

The purpose of this paper is to provide an antidote to a narrow focus on skills and to show how learning for organizational development needs a broader framework.

Design/methodology/approach

The article is based on work done in a variety of organizations as well as published sources.

Findings

Governments and educational bodies too easily keep attention at the level of individual learning and also address only short‐term needs: organizations need to take a broader view.

Practical implications

The article has real practical implications for leaders/managers and learning and development professionals. Organizations need to consider learning from a more holistic perspective and not just pay attention to short‐term skill needs.

Originality/value

The article will be of value to managers and learning specialists as it raises important issues about the need to focus on this under‐explored problem.

Keywords

Citation

Cunningham, I. (2008), "Are “skills” all there is to learning in organizations? The case for a broader framework", Development and Learning in Organizations, Vol. 22 No. 3, pp. 5-8. https://doi.org/10.1108/14777280810861749

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited