New Means of Organizational Governance to Reduce the Effects of European Economic Crisis and Improve the Competitiveness of SMEs
Law and Economics Yearly Review Journal, LEYR, vol. 1, part 1, Queen Mary University, London, ISSN 2050-9014.
35 Pages Posted: 28 Sep 2013
Date Written: January 2, 2012
This article is aimed at researching an organizational concept of informal learning, which can be described figuratively as an iceberg: mostly invisible on surface and immense in its mostly submerged informal aspects. The main goals of this research are 1) to better understand and improve a recognition of non‐formal and informal learning acquired through work experience in Small and Medium Enterprises (SMEs), and 2) to overcome, or, at least, reduce economic crisis’ effects on European SMEs. Traditional models of on‐job training are often not sufficient for continuous skills’ update and upgrade as they are cumbersome and limit learners to prescribed and closed educational/training systems. There are many methods and a variety of techniques to collect evidence to provide a basis for judgments about whether learning/training outcomes (skills and competences) have been acquired or not. Learning and knowledge support systems have to transform professional knowledge to non‐specialists. Current contents and learning systems, enhanced by Web 2.0, provide a viable solution to fast‐paced and multitask‐oriented patterns of learning and working today. They enable learning in small steps and with small units of content through social interaction. Learning modules aligned with formal learning and embedded in online communities have a potential to support on‐going professional development. As corporate learning departments seek various new ways and options to more efficient and effective cross‐training of employees, informal learning has become an increasingly valuable alternative.
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