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Continuity, Change and Conflict: The Role of Learning and Knowing in Different Productive Systems

Fuller, Alison, Unwin, Lorna, Bishop, Dan, Felstead, Alan, Jewson, Nick, Konstantinos, Kakavelakis and Lee, Tracey (2006) Continuity, Change and Conflict: The Role of Learning and Knowing in Different Productive Systems. Other. Cardiff University, Cardiff, UK. (Unpublished)

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    This paper explores the relationship between the way work is organised,
    the organisational context, and learning in the workplace. It develops, in
    part, from earlier work where we argued that organisations differ in the
    way they create and manage themselves as learning environments, with
    some conceptualised as ‘expansive’ in the sense that their employees
    experience diverse forms of participation and, hence, are more likely to
    foster learning at work (see Fuller and Unwin, 2004). The paper argues
    that contemporary workplaces give rise to many different forms of
    learning, some of which is utilised to the benefit of the organisation and
    employees (though not, necessarily, in a reciprocal manner), but much of
    which is buried within everyday workplace activity. By studying the way
    in which work is organised (including the organisation of physical and
    virtual spaces), it is possible to expose some of this learning activity as
    well as examples of the creation of new (or refined) knowledge. Part of
    this process involves the breaking down of conceptual hierarchies that
    presuppose that learning is restricted to certain types of employee and/or
    parts of an organisation. This paper builds on the work of other
    researchers who highlight the importance of the context (see, inter alia,
    Nonaka et al, 2005; Boreham and Morgan, 2004; Unwin et al 2005). It
    also draws on the work of Engeström (see, inter alia, 2001), who has
    highlighted the way new knowledge is created through employee
    interaction when problem solving and, hence, has paid attention to the
    important question of the quality of learning in the workplace. In addition,
    it builds on Wilkinson’s (2002) conceptualisation of the way organisations
    construct, manage and respond to social relations of production that
    operate at a variety of levels in ‘productive systems’. The paper uses
    evidence from the ‘learning as work’ project, which is based in public and
    private sector organisations in the UK.

    Item Type: Monograph (Other)
    Subjects: H Social Sciences > H Social Sciences (General)
    H Social Sciences > HD Industries. Land use. Labor
    Schools: School of Human and Health Sciences
    Related URLs:
    Depositing User: Sara Taylor
    Date Deposited: 26 Aug 2010 13:49
    Last Modified: 04 Nov 2010 16:31


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