Journal of Workplace Learning: Volume 34 Issue 8

Job training satisfaction and knowledge sharing in IT company: a case study

Ilaria Buonomo, Marco Piccinini, Paula Benevene, Gabriele Blasutig, Sara Cervai

This research aims to understand whether and how the perceptions that employees build and share over time about training activities and opportunities at work are linked to the…

Leader humility, leader authenticity and informal learning: how humble team leaders model everyday workplace learning

Michele Rigolizzo, Zhu Zhu, Jean-François Harvey

This study aims to empirically examine the relationship between the leader characteristic of humility and the informal learning of team members. It also evaluates the role of…

Reflective thinking, ambiguity tolerance, and knowledge sharing: application of the motivation-opportunity-ability framework

Megan Lee Endres, Sanjib K. Chowdhury

The purpose of this study is to apply the motivation–opportunity–ability (MOA) framework to investigate the relationships between ambiguity tolerance (AT), reflective thinking…

The wellbeing protocol mitigates the effects of COVID-19 on stress and burnout: a qualitative analysis of the underlying mechanisms

Georgi Toma, Christine Rubie-Davies, Deidre Le Fevre

This paper aims to convey and analyze participants’ experience of an online mindfulness-based workplace wellness program, The Wellbeing Protocol, during the COVID-19 pandemic…

Trainers’ learning conditions, informal and formal learning and barriers to learning

Sebastian Anselmann

The aim of this study is to unveil how professional trainers and training managers describe the learning conditions of their workplaces, what informal and formal learning…