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This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.

The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.

The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.

This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there remains the challenge of leveraging these perspectives for project management practice.

The paper believes that situated learning theory offers insights that can be leveraged to make project management environments more effective through improved intra‐project and inter‐project shared learning.

This paper presents a high‐level conceptual framework to bridge situated learning theory to the RBV of project management. The paper finds that situated learning theory is well suited to contribute to an understanding of shared learning in projects and justifies future research.

In the face of research that shows that workplace knowledge and learning are highly contextual, calls for the teaching of generalizable skills for the workplace have been widespread. While the authors reject the usefulness of teaching generalizable skills, they believe that there are commonalities in workplace knowledge that can be taught. These commonalities are related to metacognition rather than simple cognition, and the approach in this paper is to explore the potential of metacognitive instruction for workplace learning. Specifically, the concept of routines is used to develop an instructional theory derived from the inherent metacognitive functions of routines themselves. The paper draws upon contemporary cognitive theory and on recent research on workplace learning, and it builds on studies the authors have conducted on learning in the workplace and on the observation of routines at work.

Introducing technology at work presents a special challenge as learning is tightly integrated with workplace practices. Current design-based research (DBR) methods are focused on formal learning context and often questioned for a lack of yielding traceable research insights. This paper aims to propose a method that extends DBR by understanding tools as sociocultural artefacts, co-designing affordances and systematically studying their adoption in practice.

The iterative practice-centred method allows the co-design of cognitive tools in DBR, makes assumptions and design decisions traceable and builds convergent evidence by consistently analysing how affordances are appropriated. This is demonstrated in the context of health-care professionals’ informal learning, and how they make sense of their experiences. The authors report an 18-month DBR case study of using various prototypes and testing the designs with practitioners through various data collection means.

By considering the cognitive level in the analysis of appropriation, the authors came to an understanding of how professionals cope with pressure in the health-care domain (domain insight); a prototype with concrete design decisions (design insight); and an understanding of how memory and sensemaking processes interact when cognitive tools are used to elaborate representations of informal learning needs (theory insight).

The method is validated in one long-term and in-depth case study. While this was necessary to gain an understanding of stakeholder concerns, build trust and apply methods over several iterations, it also potentially limits this.

Besides generating traceable research insights, the proposed DBR method allows to design technology-enhanced learning support for working domains and practices. The method is applicable in other domains and in formal learning.

Building on the conceptual foundations suggested in the previous two papers in this issue, this article describes the application of a workplace learning cycle theory to the construction of a curriculum for a graduate‐level course of study in workplace education. As a way to prepare chief learning officers and heads of corporate universities, the piece argues, one can engage students in the process of analyzing the learning and knowledge‐use in a work environment through the lenses of the pedagogical and curricular concepts in these and other writings. Moving beyond the traditional concept of “training” for specified competencies, the graduate program aims to enable students to understand and use the more generative concepts of workplace knowledge‐use, and to promote learning as an essential feature of organizational life.

The purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.

This paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.

This paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.

None of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

This paper seeks to argue that workplace learning evaluation theory and practice is still an emergent field and that this creates a number of challenges for practitioners and researchers alike.

This is a descriptive paper based on a critical review of existing approaches and the research literature.

While programme evaluation has a long history, workplace learning evaluation is yet to establish itself as a distinct field. This has a number of consequences including the lack of a single or settled view on how workplace learning should be evaluated or what specific aspects of learning should be investigated.

The need to demonstrate a return on investment in organisational learning is as pressing as ever. To become more effective training evaluation methods need to be grounded in a theory. This article aims to provide an informed perspective on the current state of workplace evaluation along with insights into how evaluation can be placed on firmer theoretical foundations in order to produce robust findings in a practitioner friendly way.

This paper provides original insights into the development of workplace evaluation approaches and the challenges the field faces.

The present study aims to focus on workplace learning and understanding learning as creation (Kessels, 1995, 1996, 2001; Verdonschot, 2009; Billett and Choy, 2013) to bridge the gap between education and practice addressing the complex real world issue of poverty and social exclusion in The Netherlands. When researchers and practitioners are confronted with the dynamic complexity of the real world (Mahoney and Sanchez, 2004), it becomes evident how limited the ability of researchers and managers is to fully comprehend, describe, explain and (perhaps) predict the world as it is and as it is becoming. A mission of reconnecting theory-building from the outside and theory-building from the inside requires a process of interconnected research and practice in which interactions between managers and researchers have a purposeful focus on theory-building.

The study is an example of engaged scholarship as proposed by Van de Ven and Johnson (2006) and a baseline study of a time series design from 2001-2008 comparing the effects of a “current treatment” in social work in The Netherlands at t0; explaining the collaborative design between practitioners, innovation consultants and scholars of a “new treatment”; and measuring the effects on social quality at t1.

The paper provides insight in the level of social quality of clients in a situation of poverty and social exclusion. Lessons learned from workplace learning as creation in social work practice provides input for improving work practices through training and development of social workers.

Early notions for a potential new “treatment” have clearly not been fully dealt with in this baseline study. As stated this base-line study aims at overcoming the lack of insight in the client’s life-world and open the black box to gain fresh insights. This is clearly just a first step of a much longer learning and creation process. Now that more insight in the clients life world is available, engaged researchers have proposed a new, more productive mindset of clients in a situation of poverty and social exclusion that they should not be regarded as a “granite base”, but rather as “architects and builders” of their own life–worlds, with the social services as the “main contractor” to build trust, empower by helping to explicate personal survival strategies and planning for social inclusion (Van Damme, 1999). The limited number of respondents (N = 31) in this study is a limitation of this study, and findings cannot be generalised. Findings are no more than early indications and are not representative for other populations. Further research on a larger scale and in other research settings is needed.

Implications are that design principles for a new and more participatory and socially oriented approach for workplace learning as creation should include the role of building trust in establishing relational quality between the public service organisation, other institutions and the client. First indications are that trust and empowerment may better enable clients in a situation of poverty and social exclusion to take charge of the design of their own lives and to construct and co-construct it accordingly. The role of actors from social services to build trusted relations, empower and co-construct an improved reality bear both elements of social learning, through dialogue (construct and co-construct knowledge = to know) and elements from social empowerment as part of the social quality concept (to act). Understanding the effects of the “current treatment” as input for workplace learning allows for an improved connection between practice and theory on workplace learning and social quality, thereby making a decisive contribution in closing the gap between real-world complex issues and education.

A better understanding of the aspects of social quality and social exclusion from theory and from social work practice.

The original contribution of the research is the provision of insight into the complexity of workplace learning in social work when dealing with poverty and social exclusion. The focus on both the process of learning, as well as the outcome of learning, can be considered original.

The purpose of this paper is to investigate employees' and managers' accounts of interactive learning and what might encourage or inhibit emergent learning.

The approach taken was a constructivist/social constructivist ontology, interpretive epistemology and qualitative methodology, using grounded theory method. Data collection included semi‐structured interview, “complete this sentence” and “scenarios” from 51 respondents: 22 managers and 29 employees in four private sector organisations. As respondents' theories emerged, these informed the next round of data collection, this process named “theoretical sampling”. Managers and employees were asked about perceptions of their own role and the other's roles in learning.

Reciprocity and participative learning involving managers and employees emerged. There was dynamism to the data and evidence of both Billett's notion of affordances and Stacey's patterns of local interactions. Employees encouraged learning through peer discussions, and motivation/personal initiative. Managers encouraged learning through have a go coaching, formal training opportunities and working with company structure and resources. The data support the idea of complex and integrated learning.

The data informed both managers and employees in such a way as to highlight the dynamic and complex interactions around learning processes. One practical implication is employee and manager training in emergence and complexity as learning environments. Ideas of complex responses and patterns of local interaction resonated with the data more than particular typologies of learning.

This paper captures insights, especially from employees, into the dialogue and dynamism of their learning opportunities, whilst supporting existing theories. The need for managers to “learn” employees' local interaction patterns emerged as a future research agenda, alongside the need to penetrate the social space of employee learning more deeply.

The purpose of this study is to investigate the predictive influence of transactional leadership on employee green creative behaviour (GCB) and the mediating role of workplace learning and green knowledge management (GKM) in this relationship. Based on the leader–member exchange (LMX) theory. This study also uses moderated mediation analysis to investigate social networking sites (SNS) use as a moderator to better understand the indirect relationship between transactional leadership and employee GCB.

The data for this quantitative study were collected using a time-lag technique, with two time waves apart by two months. The final sample for the study included 294 employee–supervisor dyads from small and medium-sized tourism enterprises in the north eastern part of China.

Findings supported the study's proposed hypotheses, indicating that transactional leadership has a significant impact on workplace learning and GKM, as well as a significant role of mediators (workplace learning and GKM) in the relationship between transactional leadership and employee GCB. Furthermore, SNS use significantly moderated the impact of both mediators in establishing a link between transactional leadership and employee GCB.

This study offers new perspectives and insights for entrepreneurs, decision-makers, academics and tourism sector experts by identifying and putting into practise the predictive role of transactional leadership in innovative behaviours. This study also suggests that small and mid-sized travel agencies should focus on workplace learning, GKM and SNS use to promote environment-friendly creative employee behaviour.

This literature review explores the potential of gamification in workplace learning beyond formal training. The study also highlights research gaps and opportunities for scholars to develop new theories and methodologies to enhance the understanding and application of gamification in workplace learning. It provides guidance for managers to use gamification to enhance learning and engagement. Ultimately, this review presents gamification as a promising field of study to increase individual and organizational performance.

Literature review of 6625 papers in the timeframe 1990–2020, with an update to include papers published in 2023.

This article examines the impact of gamification beyond formal learning and its potential to enhance employee productivity and well-being in the workplace. While there has been extensive research on gamification in formal learning contexts, little is known about its impact on informal learning. The study argues that the context of gamification is crucial to extending its effects and discusses the role, antecedents and consequences of game design elements in the workplace. The article also explores how the learning context relates to employee learning during work. Further research is necessary to investigate the impact of individual characteristics on work experience and performance.

Intended contribution of the present study is the development of a theoretical framework exploring the benefits of gamification in a work context.

For practicing managers, this paper shows how to use gamification to increase workplace learning and employee engagement, not just in the context of formal learning—as some companies already do today—but also systematically, in the context of informal learning.

This study explores the impact of gamification on informal workplace learning and emphasizes the significance of the context of gamification in extending its effects to improve individual and organizational performance.