Shadowing experiences and the extension of communities of practice: A case study of women education managers

Amanda Roan*, David Rooney

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

23 Citations (Scopus)

Abstract

Recent developments in workplace learning have focused on relational and social network views of learning that introduce practitioners to the norms, values and assumptions of the workplace as well as the learning processes through which knowledge is acquired. This article reports on a qualitative study of a mentoring programme designed to assist women education managers gain promotion by broadening their networks and stimulating insights into the senior management positions for which they were being prepared. The findings are that members reflexively assess and reassess goals and values to demystify knowledge and resolved cognitive dissonance in these processes. Moreover, this article shows that women participants learn from the networks, and that the networks learn from the participant in a reciprocal and informal way. The article concludes that organizational learning programmes must focus on enabling such networks to flourish.

Original languageEnglish
Pages (from-to)433-454
Number of pages22
JournalManagement Learning
Volume37
Issue number4
DOIs
Publication statusPublished - Dec 2006
Externally publishedYes

Keywords

  • Career progression
  • Mentoring
  • Network learning
  • Organizational learning
  • Social learning
  • Women in management
  • Work-shadowing

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