Informal Team Learning: A Case Study in Knowledge-Intensive Settings

Roza Marsaulina Sibarani, Jann Hidajat Tjakraatmadja, Utomo Sarjono Putro, Ningky Sasanti Munir

Abstract


We tend to learn in an informal way before we do it formally. We learn to walk or ride a bike when we were children before we went to formal school. In organization, learning is essential to improve the performance, and informal learning complements formal training. Having an informal discussion in an office lounge or chat in a workgroup messenger application are some informal learning activities. This paper seeks to explore and help leaders to gain insights into the effective informal learning in the workplace especially in knowledge-intensive settings. Critical success factors of effective informal learning have been defined: informal learner that do informal learning within their team, the role of team leader that facilitates learning and team climate that support informal learning processes. Literature study and qualitative case study was conducted in a mid-size consulting firm in Indonesia. Data collection was based on semi-structured interviews to 21 respondents. We found a research model that can be applied by leader for promoting an effective informal learning strategy and process.

DOI: 10.5901/mjss.2015.v6n5p381


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This work is licensed under Creative Commons Attribution 3.0 License.

Mediterranean Journal of Social Sciences ISSN 2039-9340(Print) ISSN 2039-2117(Online)

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