Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Socio-cultural mediated action in action learning for human resource management and human resource development

Socio-cultural mediated action in action learning for human resource management and human... The paper explores the efficacy of action from a socio-cultural perspective and reinforces that action and learning are intertwined to produce goal-oriented outcomes. It contributes to the theory of action learning by providing a socio-cultural perspective suggesting that social cognition and interpretive schemes operating in group interaction determine the nature of action taking. Action is conceptualised at the cognitive level as a socio-cultural mediated practice and operates through the ongoing process of sensemaking. The Vygotskian notion of ‘tools’ – language, psychological and technical – is used as an interpretive device that creates the conditions for unlearning and relearning. Two cases were used to illustrate how participants benefited from reflective and collaborative inquiry through interaction with set members. Vygotskian’s action triangle and zone of proximal development offers implications for human resource management (HRM) and human resource development (HRD). Action learning can provide the context for organisations to develop a learning and innovative culture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Human Resources Development and Management Inderscience Publishers

Socio-cultural mediated action in action learning for human resource management and human resource development

Loading next page...
 
/lp/inderscience-publishers/socio-cultural-mediated-action-in-action-learning-for-human-resource-aMDw4PUTDs

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1465-6612
eISSN
1741-5160
DOI
10.1504/IJHRDM.2012.049783
Publisher site
See Article on Publisher Site

Abstract

The paper explores the efficacy of action from a socio-cultural perspective and reinforces that action and learning are intertwined to produce goal-oriented outcomes. It contributes to the theory of action learning by providing a socio-cultural perspective suggesting that social cognition and interpretive schemes operating in group interaction determine the nature of action taking. Action is conceptualised at the cognitive level as a socio-cultural mediated practice and operates through the ongoing process of sensemaking. The Vygotskian notion of ‘tools’ – language, psychological and technical – is used as an interpretive device that creates the conditions for unlearning and relearning. Two cases were used to illustrate how participants benefited from reflective and collaborative inquiry through interaction with set members. Vygotskian’s action triangle and zone of proximal development offers implications for human resource management (HRM) and human resource development (HRD). Action learning can provide the context for organisations to develop a learning and innovative culture.

Journal

International Journal of Human Resources Development and ManagementInderscience Publishers

Published: Jan 1, 2012

There are no references for this article.