Authentic learning in business organizations: opportunities and challenges

Cristina Neesham
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Cristina Neesham: Monash University, Melbourne, Australia

Management & Marketing, 2007, vol. 2, issue 4

Abstract: The knowledge economy has brought learning outcomes and processes to the centre of organizational activity. However, traditional business organizations are not naturally conducive to authentic learning – a condition which is likely to undermine, in the long run, efficiency advantages gained in the short term. This paper introduces nine learner roles defined in relation to learning objectives, and conceptualizes authentic learning as a combination of five learning dimensions: single competence, multiple competence, situational-adaptive, interactive-collective and innovative-progressive. It then recommends a more open perspective on learning and innovation to be adopted by the HR strategist and the business leader of the knowledge economy, and examines some of the challenges and dilemmas raised by the implementation of this perspective. In particular, it discusses the significance of business leaders’abilities to successfully moderate between political and epistemic authority within their organizations.

Keywords: human resource strategy; innovation culture; knowledge economy; leadership; learning organization. (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:eph:journl:v:2:y:2007:i:4:n:3

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