Informal learning and the transfer of learning: How managers develop proficiency
This study examined how the extent to which managers engaged in informal learning, perceptions of support in the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core managerial skills. The results suggested that informal learning is predominantly a...
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Published in | Human resource development quarterly Vol. 14; no. 4; pp. 369 - 387 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
San Francisco
Wiley Subscription Services, Inc., A Wiley Company
2003
John Wiley & Sons, Inc Wiley Periodicals Inc |
Subjects | |
Online Access | Get full text |
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Summary: | This study examined how the extent to which managers engaged in informal learning, perceptions of support in
the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core
managerial skills. The results suggested that informal learning is predominantly a social process and that
managers with high levels of proficiency who experience low levels of coworker, supervisor, and organizational
support learn managerial skills mostly from informal learning and transfer learning more frequently. New
perspectives are offered on the interrelationship between informal learning and transfer of learning, the role of
metacognition and self‐regulation in informal learning, and the influence of informal learning in the
development of managerial proficiency. |
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Bibliography: | ArticleID:HRDQ1074 ark:/67375/WNG-J86QQQX2-V istex:9135B91A647B7B97ACDF2AC21B220F051E0A2BB7 |
ISSN: | 1044-8004 1532-1096 |
DOI: | 10.1002/hrdq.1074 |