The purpose of this paper is to identify organizational factors that enhance the vocational students’ development of professional skills during workplace learning and…
Abstract
Purpose
The purpose of this paper is to identify organizational factors that enhance the vocational students’ development of professional skills during workplace learning and, furthermore, to examine the effects of the factors identified on the development.
Design/methodology/approach
The results were based on 285 Finnish graduating vocational students’ responses. The confirmatory factor analysis and structural equations were conducted by using Lisrel.
Findings
The students’ development of professional skills was enhanced by three organizational factors: an innovative climate, guidance, and interactions with seniors. Furthermore, the results emphasized that other employees have a central role in enhancing the students’ professional skills development.
Research limitations/implications
The study used the students’ self-appraisal of the examined factors because it seems to be a common approach. However, future research should consider managers’ and seniors’ viewpoints.
Practical implications
Managers should map present and future skills requirements set by the organization and create a detailed plan for the students’ workplace learning. A practical tool to engage and support employees to enhance the students’ professional skills is to make a process with explicit descriptions of each organizational factor and the actors’ responsibilities.
Originality/value
The study provides empirical evidence supporting the substantial influence of organizations on the students’ development of professional skills.
Details
Keywords
The purpose of this study is to identify factors that influence vocational students' development of professional skills during workplace learning and to examine the effects and…
Abstract
Purpose
The purpose of this study is to identify factors that influence vocational students' development of professional skills during workplace learning and to examine the effects and relationships of these factors.
Design/methodology/approach
The results were based on the responses of 285 graduating Finnish vocational students. The confirmatory factor analysis and structural equations were conducted using Lisrel.
Findings
Motivational factors, including performance orientation and self-efficacy, and organizational factors, including guidance, psychological climate and knowledge acquisition, had a direct and positive impact on the students' development of professional skills. The attitudinal factor measured through work alienation had a partial mediating effect on the relationship between the organizational factors and the development of professional skills. The cognitive factor consisting of prior work experience in the studied field, however, had no effect on skill development
Research limitations/implications
The study was based on students' self-appraisal of the studied factors. Future research should consider workplace instructors' and vocational teachers' viewpoints regarding students' development of professional skills.
Practical implications
Managers are encouraged to plan a structured orientation period for students and to help workplace instructors design their work in order to facilitate a successful workplace learning period.
Originality/value
This study highlights the importance of organizational factors and workplace instructors to students' development of professional skills through work. Furthermore, it provides empirical evidence on the special characteristics of these factors.
Details
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Tauno Kekäle and Sari Kola‐Nyström
The article recognizes the problems of successful innovation in big, “established” companies. However, these problems can be overcome; indeed, some companies are quite successful…
Abstract
Purpose
The article recognizes the problems of successful innovation in big, “established” companies. However, these problems can be overcome; indeed, some companies are quite successful despite having been around for decades in several different businesses.
Design/methodology/approach
Two case companies are studied in three stages of a general model of innovation, where innovation consists of an ideation/discovery phase, an engineering/solution phase and a testing/launch phase. Some earlier research is quoted to support the statements.
Findings
In the ideation/discovery phase, the most important thing is novel ideas, which create novel, non‐established minds. In the engineering phase, surviving the turf wars of an established company require a “godfather” who can ensure the resources. In testing/launch phases, the support of real‐life users is especially important for both working solutions and understanding of the use environment.
Research limitations/implications
In our general understanding, all case studies attempt to show identifiable patterns that may or may not be relevant for the situation of the individual companies of the readers. The amount of detail allowed by the space limitations may also make it difficult to benchmark the practices of the case companies. However, we try to explain the mechanisms that make established companies non‐innovative and possible solutions to them as well as possible in this limited space and just two case studies.
Originality/value
The value of article lies in understanding that the problems of established companies to succeed in innovation are different in different stages of the process, e.g. unestablished ideators do not have sufficient power in the organization to see their ideas through the engineering and testing phases, while the established people will not typically search for such radical new ideas as the “young of mind” do.
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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The road of big business is strewn with the hulking remains of large corporations who failed to react quickly enough to changing markets and environments, did not realize when new products and systems were required, and failed to innovate even when they kne the writing was on the wall. Some accept that new entrants to markets are always the real innovators, despite the fact that established companies have the brains and R&D muscle to stay ahead of the game – but even if they do this can they still implement quickly enough?
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.