Informal learning and the transfer of learning: How managers develop proficiency

By M. Enos, M. Kehrhahn, A. Bell. 2003

284 citations recorded by the source corpus.

Subfields: Applied Psychology, Human Factors and Ergonomics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bdd654af1287e64d54e8c4e588cd7a4656b50209

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. M. Azeem
2. Dirk De Clercq
3. Inam ul Haq
4. Soo Jeoung Han
5. T. Fenwick
6. Seung Won Yoon
7. Paul L. Nesbit

In Human Factors and Ergonomics

1. Shinhee Jeong
2. Jin Lee
3. Soo Jeoung Han
4. T. Fenwick
5. Seung Won Yoon
6. S. Sunalai
7. Paul L. Nesbit

In Organizational Behavior and Human Resource Management

1. M. Azeem
2. Inam ul Haq
3. Dirk De Clercq
4. Shinhee Jeong
5. Jin Lee
6. Soo Jeoung Han
7. T. Fenwick
8. Seung Won Yoon

Citations in the corpus

• Self-efficacy to spur job performance (2018, background): “Such efforts could include dedicated training programs that take place outside the workplace, structured on-the-job training efforts, or informal learning, all of which constitute valuable sources of employee development (Enos et al., 2003; Jacobs, 2003).”
• Integrative Literature Review on Informal Learning: Antecedents, Conceptualizations, and Future Directions (2018, background): “That is, when employees perceived a lack of support from their organizations, they used more informal learning strategies to fill the gap (Chan & Auster, 2003; Enos et al., 2003).”
• Social Support in the Workplace and Training Transfer: A longitudinal analysis (2010, unknown): “Similarly, Enos, Kehrhahn, and Bell (2003) suggested that thinking about how training would be used may work to increase performance and help participants achieve goals despite the level of support in the work environment.”
• The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development (2012, background): “…effort to improve skills, the need for continuous updating of skills and knowledge as well as the problem of transfer of learning back to dynamic workplaces (Enos, Kehrhahn, & Bell, 2003) may undermine the impact and value of these formal development programs and seriously impede HRD efforts.”
• Understanding Relations of Individual—Collective Learning in Work: A Review of Research (2008, background): “Preoccupations include transferring acquired knowledge to practice, measuring competency (reliable valid measures and competence defi nitions are identifi ed as problematic) and narrowing the gap between training investment and results (Bates and Holton III, 2004; Enos et al., 2003; Weithoff, 2004).”
• Training Transfer: An Integrative Literature Review (2007, unknown): “Because managers in the Enos et al. (2003) study were experienced, the authors suggest a possible mediating effect of managers’ metacognitive ability, allowing them to achieve desired objectives by actively seeking informal learning opportunities despite minimally supportive conditions.”