The Relationship between Individual and Organizational Learning: New Evidence from Managerial Learning Practices

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Learning at the workplace and sustainable employability: a multi-source model moderated by age (2016, background): “However, in order for training and development to be effective, it is highly important to carefully consider the applicability of newly learned knowledge, attitudes, and skills in order to safeguard the enhancement of both employee- and, subsequently, organizational-level outcomes (Antonacopoulou, 2”
Organizational investments in social capital, managerial coaching, and employee work-related performance (2011, background): “While different conceptualizations of OL exist, more recent writings conceive OL as a ‘social affair’ (Holmqvist, 2009) or ‘social process’ (Antonacopoulou, 2006) where learning occurs through social interactions.”
Enhancing the ability to think strategically: A learning model (2010, background): “Antonacopoulou (2006) identified two levels of learning historically considered particularly important to the individual: practices at the community group level (Brown and Duguid, 1991; Lave and Wenger, 1991) and organizational level support (Hedberg, 1981; Simon, 1991).”
Motivating Organizations to Learn (2015, background): “Understanding the antecedents to organizational learning thus continues to be an important topic of interest to scholars across research fields (Antonacopoulou, 2006; Fiol & Lyles, 1985; Lipshitz, Popper, & Friedman, 2002).”