Making sense of mediated learning: Cases from small firms.

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dc.contributor.author Macpherson, Allan
dc.contributor.author Kofinas, A.
dc.contributor.author Jones, Oswald
dc.contributor.author Thorpe, Richard
dc.date.accessioned 2010-07-12T10:30:51Z
dc.date.available 2010-07-12T10:30:51Z
dc.date.issued 2010
dc.identifier.citation Macpherson, A. et al (2010) Making sense of mediated learning: Cases from small firms. Management Learning, 41 (3), pp.303-323 en
dc.identifier.issn 13505076
dc.identifier.uri http://hdl.handle.net/2086/3935
dc.description.abstract This article explores how artefacts invoke practices that encourage, support and sustain trajectories of collective learning. Analysis is drawn from three longitudinal case studies of small firms. Illustrations are offered of how learning activities are mediated by symbolic and material artefacts that are present in day-to-day work activities. Artefacts are shown to have a mediating effect on discourse, identity formation, learning routines, politics and conflict, and to create space and time for reflection and learning. The theoretical contribution lies in the explication of the pliable and multifaceted role that artefacts play in supporting learning processes. We also argue for a nuanced understanding of how artefacts might be used to shape learning trajectories. Our conclusions indicate that understanding the role of artefacts can enable more effective policy making and facilitate the development of support mechanisms for small firms. The perspectives we offer also have implications for learning in larger organizations. en
dc.language.iso en en
dc.publisher Sage en
dc.title Making sense of mediated learning: Cases from small firms. en
dc.type Article en
dc.identifier.doi http://dx.doi.org/10.1177/1350507609357002
dc.researchgroup Organisational Development and Change
dc.peerreviewed Yes en
dc.ref2014.selected 1364985681_0010660035458_19_3


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