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1 – 3 of 3Jonathan Garnett, Selva Abraham and Param Abraham
The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations.
Abstract
Purpose
The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations.
Design/methodology/approach
The paper draws organisational learning- and work-based learning literature and case study illustrations.
Findings
To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation.
Research limitations/implications
There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches.
Practical implications
The conclusions reached have implications for higher education and non-award bearing executive education.
Social implications
The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment.
Originality/value
The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
Details
Keywords