Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

Abstract

Constant change is driving organizations to strategically manage their workforce through organizational learning (OL) processes (Crossan, Lane, & White, 1999). In response, corporations are implementing massive open online courses (MOOCs), which are a type of knowledge management system that can unite geographically dispersed workers through learning engagements (Egloffstein & Ifenthaler, 2017; Milligan & Littlejohn, 2014; Radford et al., 2014). However, it is unknown how MOOCs, as a type of informal learning, support organizational learning within a global insurance company's Information Technology (IT) department. The purpose of this research study was to understand how organizational learning is supported through employee participation in massive open online courses within a global insurance company's IT department during a period of agile transformation. The research was a qualitative descriptive case study. The results found that while MOOCs supported some OL processes, the work environment presented barriers that limited a complete OL system for the workforce. In addition, the MOOC platform supported both exploration and exploitation but not necessarily strategic renewal.--Author's abstract