ABSTRACT
Traditionally, organizations and researchers have focused on learning that occurs through formal training and development programs. However, the realities of today’s workplace suggest that it is difficult, if not impossible, for organizations to rely mainly on formal programs for developing human capital.
This volume offers a broad-based treatment of autonomous learning to advance our understanding of learner-driven approaches and how organizations can support them. Contributors in industrial/organizational psychology, management, education, and entrepreneurship bring theoretical perspectives to help us understand autonomous learning and its consequences for individuals and organizations. Chapters consider informal learning, self-directed learning, learning from job challenges, mentoring, Massive Open Online Courses (MOOCs), organizational communities of practice, self-regulation, the role of feedback and errors, and how to capture value from autonomous learning. This book will appeal to scholars, researchers, and practitioners in psychology, management, training and development, and educational psychology.
TABLE OF CONTENTS
part I|122 pages
Autonomous Learning
chapter 4|24 pages
Learning from Entrepreneurial Failure
part II|125 pages
Organizational and Societal Influences Shaping Autonomous Learning
chapter 8|25 pages
Work Design Growth Model
chapter 10|22 pages
Continuous Development throughout a Career
chapter 12|18 pages
Informal Learning in the Healthcare Industry
chapter 13|23 pages
The Medium is the Message
part III|43 pages
Effectiveness and Value of Autonomous Learning
chapter 14|24 pages
Failing to Learn from Feedback
part IV|19 pages
Closing Comment