From work‐based learning to organisational development: A case study in learning interventions in a large company

Abstract

Purpose

This paper studies the training and other learning‐related interventions that senior managers typically use to influence organisational capability and relate it to the programmes that a university might offer. The purpose of the paper is to identify potential opportunities for increasing the perceived relevance of university provided work‐based learning.

Design/methodology/approach

Reflection and deliberation on personal experience.

Findings

There is a distinctive place for academically delivered and devised work‐based learning for industry but as an integrated offering with in‐house programmes.

Originality/value

The paper presents a suggestion for structuring higher education work‐based offerings.

Citation

Mumford, J.G. (2011), "From work‐based learning to organisational development: A case study in learning interventions in a large company", Higher Education, Skills and Work-Based Learning, Vol. 1 No. 1, pp. 29-37. https://doi.org/10.1108/20423891111085375