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A turnaround in organizational learning? - A case study on how Learning Experience Platforms Influence Learning in Organizations

Herceg, Melanie LU and Schuster, Janina LU (2022) BUSN49 20221
Department of Business Administration
Abstract
The main objective of our study is to gain a more comprehensive understanding of how employees experience the utilization of a LXP to foster
the learning flow within the organization. To address this issue, we challenge Jenkin's (2013) 5I framework, which did not consider the emergence of barriers to using and thus supporting learning flow through tools. This study involves qualitative research in the interpretivist tradition with an abductive research approach in the form of a single case study. The empirical data consists of 17 semi-structured in-depth interviews, two document analysis and a field trip. In addition, three interviews were conducted with employees from the L&D Department, two of them to obtain a strategic insight of the... (More)
The main objective of our study is to gain a more comprehensive understanding of how employees experience the utilization of a LXP to foster
the learning flow within the organization. To address this issue, we challenge Jenkin's (2013) 5I framework, which did not consider the emergence of barriers to using and thus supporting learning flow through tools. This study involves qualitative research in the interpretivist tradition with an abductive research approach in the form of a single case study. The empirical data consists of 17 semi-structured in-depth interviews, two document analysis and a field trip. In addition, three interviews were conducted with employees from the L&D Department, two of them to obtain a strategic insight of the case company and one of them as a pilot interview. Our study shows that LXP support for learning flow is experienced in two ways, as indicated by the potential as well as the actual experienced tool support when applying the 5I model of Jenkin (2013). On the one hand, it is perceived primarily positively by managers at the individual level. On the other hand, it is significantly hindered by organizational, interpersonal, and individual barriers by clerical staff in general as well as predominantly by managers at the group level and above. We found significant impediments to be the incompatibility of learning strategy, rigid ways of working and operational pressure, as well as the lack of leverage of managers as spokespersons/ role models, in addition to the lack of learning competence of employees to learn self-directed and digitally. (Less)
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author
Herceg, Melanie LU and Schuster, Janina LU
supervisor
organization
course
BUSN49 20221
year
type
H1 - Master's Degree (One Year)
subject
keywords
Organizational Learning, SRL, E-Learning Systems, LXP, Barriers
language
English
id
9089238
date added to LUP
2022-06-21 09:21:10
date last changed
2022-06-21 09:21:10
@misc{9089238,
  abstract     = {{The main objective of our study is to gain a more comprehensive understanding of how employees experience the utilization of a LXP to foster
the learning flow within the organization. To address this issue, we challenge Jenkin's (2013) 5I framework, which did not consider the emergence of barriers to using and thus supporting learning flow through tools. This study involves qualitative research in the interpretivist tradition with an abductive research approach in the form of a single case study. The empirical data consists of 17 semi-structured in-depth interviews, two document analysis and a field trip. In addition, three interviews were conducted with employees from the L&D Department, two of them to obtain a strategic insight of the case company and one of them as a pilot interview. Our study shows that LXP support for learning flow is experienced in two ways, as indicated by the potential as well as the actual experienced tool support when applying the 5I model of Jenkin (2013). On the one hand, it is perceived primarily positively by managers at the individual level. On the other hand, it is significantly hindered by organizational, interpersonal, and individual barriers by clerical staff in general as well as predominantly by managers at the group level and above. We found significant impediments to be the incompatibility of learning strategy, rigid ways of working and operational pressure, as well as the lack of leverage of managers as spokespersons/ role models, in addition to the lack of learning competence of employees to learn self-directed and digitally.}},
  author       = {{Herceg, Melanie and Schuster, Janina}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{A turnaround in organizational learning? - A case study on how Learning Experience Platforms Influence Learning in Organizations}},
  year         = {{2022}},
}