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The relationship between organisational agility and informal learning

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dc.contributor.authorBoerma, S.
dc.contributor.authorde Laat, M.
dc.contributor.authorVermeulen, M.
dc.date.issued2024
dc.description.abstractIn dealing with rapid and profound technological, occupational and societal changes organisations benefit from paying attention to their organisational agility. Learning as part of organisational agility however is an under researched area of attention. In this integrated literature review we answer the question if organisational agility and learning are related, focussing on informal learning as an important way to learn in the workplace. We analyse ways in which papers on organisational agility integrate concepts as learning in their definition/approach. We conclude that the business literature includes to some extend perspectives on learning within the approach to agility. But the way learning is conceptualised is mostly moderately and instrumental. This means that learning is mostly seen as a way to become agile as an organisation. The integrative review identifies three areas in which understanding of organisational agility and specifically the framework of Wendler can be enriched and deepened with results from research on informal learning. The integration of both concepts results in three overlapping areas: leadership, social networks and knowledge development. These three areas contain mechanisms that influence both informal learning and organisational agility and therefore describe the relationship between these two concepts. Examples of these mechanisms include working closely together, valuing contributions from different professionals in knowledge development, and stimulating entrepreneurship and risk-taking by employees. More research into the nature of these three areas contributes to a more precise integration of learning theory into the development of the concept of organisational agility. It also provides organisations with approaches for dealing with the changes in their environment in effective and developmental ways.
dc.identifier.citationManagement Review Quarterly, online, 2024; online(4):1-30
dc.identifier.doi10.1007/s11301-024-00460-x
dc.identifier.issn2198-1620
dc.identifier.issn2198-1639
dc.identifier.urihttps://hdl.handle.net/11541.2/40139
dc.language.isoen
dc.publisherSpringer
dc.rightsCopyright 2024 The Author(s). This article is licensed under a Creative Commons Attribution 4.0 International License. (http://creativecommons.org/licenses/by/4.0/)
dc.source.urihttps://doi.org/10.1007/s11301-024-00460-x
dc.subjectagility prerequisites
dc.subjectcollective learning
dc.subjectinformal learning
dc.subjectintegrated review
dc.subjectnetworked learning
dc.subjectorganisational agility
dc.subjectpeople agility
dc.subjectstructures enhancing agility
dc.subjectworkplace learning
dc.titleThe relationship between organisational agility and informal learning
dc.typeJournal article
pubs.publication-statusPublished
ror.fileinfo12292410210001831 13292410200001831 Open Access Published Version
ror.mmsid9916904430101831

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