Tanulni és tanulni hagyni?

Munkahelyi tanulás és tanulási környezet tudásintenzív középvállalatokban

Authors

DOI:

https://doi.org/10.14267/VEZTUD.2022.02.04

Keywords:

workplace learning, expansive and restrictive learning environment, knowledge intensive medium-sized enterprise, HRM practice

Abstract

In this study, the authors examined the correlations between the learning characteristics of knowledge-intensive medium-sized companies and HR practices. The concept of an expansive and restrictive learning environment is used, which contributes to a deeper analysis of the process of learning in the workplace. Their assumption was that the expansive or restrictive nature of the learning environment would be dynamically related to the company’s HR practices. To analyse this, they used the case study method and present the correlations through two cases. According to their results, the quality of the learning environment is not necessarily related to the nature of the organization’s activities, nor can it be directly related to effective functioning.

Downloads

Download data is not yet available.

Author Biographies

Karina Szászvári, Budapest Business School

Associate Professor

Sára Csillag, Budapest Business School

Associate Professor

Péter Csizmadia, Budapest Business School

Research Fellow

Katalin Bácsi, Corvinus University of Budapest

Senior Assistant Lecturer

References

Billett, S. (2001). Learning through work: workplace affordances and individual engagement. Journal of Workplace Learning, 13(5), 209-214. https://doi.org/10.1108/EUM0000000005548

Boyd, P., Smith, C. & Beyaztas, D. I. (2015). Evaluating academic workplaces: the hyper-expansive environment experienced by university lecturers in professional fields. International Journal for Academic Development, 20(1), 18-32. https://orcid.org/10.1080/1360144X.2014.948255

Bryman, A. (1992). Research methods and organization studies. London: Routledge.

Coetzer, A., Susomrith, P., & Ampofo, E. T. (2020). Opportunities to participate in formal and informal vocational learning activities and work-related outcomes in small professional services businesses. Journal of Vocational Education & Training, 72(1), 88-114. https://doi.org/10.1080/13636820.2019.1584637

Coetzer, A., Kock, H. & Wallo, A. (2017). Distinctive Characteristics of Small Businesses as Sites for Informal Learning. Human Resource Development Review, 16(2), 111–134. https://doi.org/10.1177/1534484317704291

Coetzer, A., Wallo. A. & Kock, H. (2019). The owner-manager’s role as a facilitator of informal learning in small businesses. Human Resource Development International, 22(5), 420-452. https://doi.org/10.1080/13678868.2019.1585695

Csillag, S., Csizmadia, P., Hidegh A. L. & Szászvári K. (2019) What makes small beautiful? Learning and development in small firms. Human Resource Development International, 22(5), 453-476. https://doi.org/10.1080/13678868.2019.1641351

Csillag, S., Csizmadia, P., Hidegh, A. L. & Szászvári, K. (2020). A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban. Vezetéstudomány, 51(1), 2-15. https://doi.org/10.14267/VEZTUD.2020.01.01

Csizmadia, P. (2016). Munkahelyi tanulás és társas integráció. socio.hu: Társadalomtudományi Szemle, 6(1), 27-51. https://doi.org/10.18030/socio.hu.2016.1.27

Csontos, R. S., & Szabó, Zs. R. (2019). Hálózati tanulás – tanuló hálózatok. Vezetéstudomány, 50(1), 2-13. https://doi.org/10.14267/VEZTUD.2019.01.01

Detsimas, N., Coffey, V., Sadiqi, Z. & Li, M. (2016). Workplace training and generic and technical skill development in the Australian construction industry. Journal of Management Development, 35(4), 486-504. https://doi.org/10.1108/JMD-05-2015-0073

Dobák, M., Ferincz, A. & Hortoványi, L. (2014). A munkahelyi tanulás elősegítésének változásvezetési szempontjai. Magyar Tudomány, 175(12), 1458-1466.

Dobrai, K. & Farkas, F. (2009). Tudásintenzív üzleti szolgáltatások. Vezetéstudomány, 40(7-8), 56-66. https://doi.org/10.14267/VEZTUD.2009.07.06

Eisenhardt, K. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14(4), 532-550. https://doi.org/10.2307/258557

Engeström, Y. (1987). Learning by expanding: an activity theoretical approach to developmental research. Helsinki: Orenta-Konsultit.

Engeström, Y. & Sannino, A. (2010). Studies of expansive learning: Foundations, findings and future challenges. Educational Research Review, 5(1), 1-24. https://doi.org/10.1016/j.edurev.2009.12.002

Fenwick, T. (2008). Understanding Relations of Individual Collective Learning in Work: A Review of Research. Management Learning, 39(3), 227-243. https://doi.org/10.1177/1350507608090875

Ferincz, A. (2019). A vállalkozó felső vezető hatása a szervezeti tanulásra (Doktori értekezés). Budapesti Corvinus Egyetem, Budapest.

Ferincz, A. & Hortoványi, L. (2014). Munkahelyi tanulást befolyásoló tényezők – humán-számítógép együttműködés vizsgálata. Vezetéstudomány, 45(10), 30-41. http://doi.org/10.14267/VEZTUD.2014.10.03

Fuller, A. & Unwin, L. (2003). Learning as apprentices in the contemporary UK workplace: creating and managing expansive and restrictive participation. Journal of Education and Work, 16(4), 407–426. https://doi.org/10.1080/1363908032000093012

Fuller, A. & Unwin, L. (2004). Expansive Learning Environments: Integrating Organizational and Personal Development. In Rainbird, H., Fuller, A. & Munro, A. (Eds.), Workplace Learning in Context (pp. 126–144). London: Routledge.

Fuller, A., Unwin, L., Felstead, A., Jewson, N. & Kakavelakis, K. (2007). Creating and using knowledge: an analysis of the differentiated nature of workplace learning environments. British Educational Research Journal, 33(5), 743-759. https://doi.org/10.1080/01411920701582397

Fuller, A., Laurie, I., & Unwin, L. (2011). Learning at work as a low grade worker: the case of hospital porters. London: Centre for Learning and Life Chances in Knowledge Economies and Societies, Institute of Education, University of London.

Gelei, A. (2002). A szervezeti tanulás interpretatív megközelítése: A szervezetfejlesztés esete (Doktori értekezés). Budapesti Corvinus Egyetem, Budapest.

Hennink, M. M., Kaiser, B. N., & Weber, M. B. (2019). What influences saturation? Estimating sample sizes in focus group research. Qualitative Health Research, 29(10), 1483–1496. https://doi.org/10.1177/1049732318821692

Hirschsohn, P. (2008). Regulating the ’Animal Spirits’ of Entrepreneurs?: Skills Development in South African Small and Medium Enterprises. International Small Business Journal, 26(2), 181–206. https://doi.org/10.1177/0266242607086573

Hortoványi, L. & Vastag, A. (2013). A munkahelyi tanulás lehetséges értelmezései. In Ferencz, Á. (szerk.), Környezettudatos gazdálkodás és Menedzsment, Gazdálkodás és Menedzsment Tudományos Konferencia, I-II kötet, Kecskeméti Főiskola, Kertészeti Főiskolai Kar (pp. 438-442). Kecskemét: Kecskeméti Főiskola.

Hu, H., Wu, J. & Shi, J. (2016). Strategic HRM and organisational learning in the Chinese private sector during second-pioneering. The International Journal of Human Resource Management, 27(16), 1813- 1832. https://doi.org/10.1080/09585192.2015.1075568

Huws, U. & Dahlmann, S. (2007). Quality standards for case studies in the European Foundation. Analytica

Social and Economic Research. Dublin: Eurofound. Joranli, I. (2018). Managing organisational knowledge through recruitment: searching and selecting embodied competencies. Journal of Knowledge Management, 22(1), 183-200. https://doi.org/10.1108/JKM-12-2016-0541

Kárpátiné, D. J., Vágány, J. & Fenyvesi, É. (2016). Fejlődünk, hogy fejlődhessünk? – avagy milyen önképzési módszereket részesítenek előnyben a mikro- és kisvállalkozások vezetői napjainkban Magyarországon? Vezetéstudomány, 47(12), 72-82. https://doi.org/10.14267/VEZTUD.2016.12.07

Khandekar, A. & Sharma, A. (2005). Organizational learning in Indian organizations: a strategic HRM perspective. Journal of Small Business and Enterprise Development, 12(2), 211-226. https://doi.org/10.1108/14626000510594610

Kitching, J. (2007). Regulating employment relations through workplace learning: a study of small employers. Human Resource Management Journal, 17(1), 42-57. https://doi.org/10.1111/j.1748-8583.2007.00019.x

Kuo, T. (2011). How to improve organizational performance through learning and knowledge? International Journal of Manpower, 32(5/6), 581-603. https://doi.org/10.1108/01437721111158215

Kvalshaugen, R., Hydle, K. M. & Brehmer, P. O. (2015). Innovative capabilities in international professional service firms: enabling trade-offs between past, present, and future service provision. Journal of Professions and Organization, 2(2), 148–167. https://doi.org/10.1093/jpo/jov005

Lam, A. & Lambermont-Ford, J.P. (2010). Knowledge sharing in organisational contexts: a motivation-based perspective. Journal of Knowledge Management, 14(1), 51-66. https://doi.org/10.1108/13673271011015561

Lave, J. & Wenger, E. (1990). Situated Learning: Legitimate Periperal Participation. Cambridge, UK: Cambridge University Press.

Lepak, D.P., Liao, H., Chung, Y. & Harden, E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25(1), 217-271. https://doi.org/10.1016/S0742-7301(06)25006-0

Lopez‐Cabrales, A., Pérez‐Luño, A. & Cabrera, R.V. (2009). Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 48(4), 485-503. https://doi.org/10.1002/hrm.20295

Lundvall, B. A. & Johnson, B. (1994). The Learning Economy. Journal of Industry Studies, 1(2), 23-42. https://doi.org/10.1080/13662719400000002

Macpherson, A. & Holt, R. (2007). Knowledge, learning and small firm growth: a systematic review of the evidence. Research Policy, 36(2), 172–192. https://doi.org/10.1016/j.respol.2006.10.001

Makó, Cs., Illéssy, M. & Csizmadia, P. (2013). The Knowledge Intensive Business Service Sector in Hungary in a Comparative Perspective. In Makó, Cs., Polónyi, I. & Szanyi, M. (szerk.), (2013). Organisational innovation and knowledge development: institutions, methodological foundations and empirical experiences (pp. 136-174). Budapest: Új Mandátum Könyvkiadó.

Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L. & Morciano, D. (2015). Formal and Informal Learning in the Workplace: A Research Review. International Journal of Training and Development, 19(1), 1–17. https://doi.org/10.1111/ijtd.12044

Miles, I. (2005). Knowledge intensive business services: prospects and policies. Foresight, 7(6), 39-63. https://doi.org/10.1108/14636680510630939

Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. Thousand Oaks: Sage.

Nolan, C. T. & Garavan, T. N. (2019). External and internal networks and access to HRD resources in small professional service firms. Human Resource Development International, 22(5), 477-503. https://doi.org/10.1080/13678868.2019.1625853

Nolan, C. T & Garavan, T. N. (2016). Human Resource Development in SMEs: A Systematic Review of the Literature. International Journal of Management Reviews, 18(1), 85–107. https://doi.org/10.1111/ijmr.12062

Poell, R. F. (2013). Workplace learning theories and practices. In Valentin, C., & Walton, J. (Eds.) (2013). Human Resource Development: Practices and Orthodoxies (pp. 19-32). London: Palgrave Macmillan.

Pridham, B. A., Deed, C. & Cox, P. (2013). Work- place-Based Practicum: Enabling Expansive Practic- es. Australian Journal of Teacher Education, 38(4), 49-65. https://doi.org/10.14221/ajte.2013v38n4.7

Salther, A. & Tether, B. (2006). Innovation in Services. Through the Looking Glass of Innovation Studies. Background paper for the AIM Grand Challenge on Service Science. Oxford.

Sebele-Mpofu, F. Y. (2020). Saturation controversy in qualitative research: Complexities and underlying assumptions. A literature review. Cogent Social Sciences, 6(1), https://doi.org/10.1080/23311886.2020.1838706

Sfard, A. (1988). On Two Metaphors for Learning and the Dangers of Choosing Just One. Educational Researcher, 27(2), 4-13. https://doi.org/10.2307/1176193

Short, H. J. & Gray, D. E. (2018). HRD in SMEs: A Research Agenda Whose Time Has Come. Human Resource Development Quarterly, 29(1), 7-13. https://doi.org/10.1002/hrdq.21305

Stake, R. E. (1994). Case Study: Composition and Performance. Bulletin of the Council for Research in Music Education, (122), 31-44. https://www.jstor.org/stable/40318653

Susomrith, P., Coetzer, A. & Ampofo, E. (2019). Training and development in small professional services firms. European Journal of Training and Development, 43(5/6), 517-535. https://doi.org/10.1108/EJTD-11-2018-0113

Swart, J. & Kinnie, N. (2003). Knowledge‐intensive firms: the influence of the client on HR systems. Human Resource Management Journal, 13(3), 37- 55. https://doi.org/10.1111/j.1748-8583.2003.tb00097.x

Szabó, Zs. R., Horváth, D. & Hortoványi, L. (2019). Hálózati tanulás az ipar 4.0 korában. Közgazdasági Szemle, 66(1), 72-94. https://doi.org/10.18414/KSZ.2019.1.72

Yin, R. K. (2004). The case study anthology. Thousand Oaks: Sage.

Downloads

Published

2022-02-15

How to Cite

Szászvári, K., Csillag, S., Csizmadia, P., & Bácsi, K. (2022). Tanulni és tanulni hagyni? Munkahelyi tanulás és tanulási környezet tudásintenzív középvállalatokban. Vezetéstudomány Budapest Management Review, 53(2), 41–54. https://doi.org/10.14267/VEZTUD.2022.02.04

Issue

Section

Articles

Most read articles by the same author(s)