References of "Iannone, Rosa Lisa 50026012"
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See detailBecoming entrepreneurs: From disadvantage to actualising an entrepreneurship
Iannone, Rosa Lisa UL

Scientific Conference (2017, May 12)

In response to existing gaps in relation to entrepreneurship by vulnerable populations, the paper presents a conceptual framework, encompassing social capital – more specifically, a network-based ... [more ▼]

In response to existing gaps in relation to entrepreneurship by vulnerable populations, the paper presents a conceptual framework, encompassing social capital – more specifically, a network-based understanding of social capital – and an emancipatory perspective for a case study to be undertaken in Luxembourg. [less ▲]

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See detailLearning strategies for competence development in enterprises
Brandi, Ulrik; Iannone, Rosa Lisa UL

in Industrial and Commercial Training (2017), 49(1), 1-5

The purpose of this paper is to examine learning strategies for competence development at the enterprise level, and how these can be actualised in practice. The authors focus on three influential aspects ... [more ▼]

The purpose of this paper is to examine learning strategies for competence development at the enterprise level, and how these can be actualised in practice. The authors focus on three influential aspects, namely: the highest valued employee skills, main triggers for learning and investment in learning, as well as the most successful types of learning. The empirical research was designed according to abductive reasoning. The data draw on research undertaken between 2013 and 2015, including semi-structured interviews with management, human resources and union representatives, as well as questionnaire responses from a total of 31 EU and 163 EU-competitors, across 53 industries and 22 countries. Competence development requires flexible, learner-centred strategies for initiatives that respond to immediate business needs. Additionally, despite soft competences being so highly valued and sought after, investment (financial and other) by enterprises in developing them is low, relative to the investments poured into hard competences. Also, there is a clear employee demand gap for learning that develops soft competences. Findings and recommendations are based on a large-scale empirical study, providing state-of-the-art knowledge, upon which we can renew our current learning strategies in workplaces. [less ▲]

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See detailLearning strategies in enterprises: Empirical findings, implications and perspectives for the immediate future
Brandi, Ulrik; Iannone, Rosa Lisa UL

in European Journal of Education (2016), 51(2), 227243

The article examines learning strategies at the enterprise level, conceptualising them into three main dimensions: learning systems and incentives, connecting to the affective dimension of learning which ... [more ▼]

The article examines learning strategies at the enterprise level, conceptualising them into three main dimensions: learning systems and incentives, connecting to the affective dimension of learning which behavioural learning addresses effectively; skills’ development, chiefly addressing the cognitive dimension of learning to which cognitive and action learning principles can be applied; and, work design and the organisation of work, which attend to the structural dimension of learning and socio-cultural approaches. Through this conceptual understanding, we empirically explored the learning strategies of 194 enterprises, searching for the most pressing needs and commitments to learning. Our results show that enterprises struggle to find the optimal balance between the use of systematic and ad-hoc arrangements of learning systems and incentives, yet they must emphasise intrinsic needs as a key business strategy, systematise certain aspects of HR, whilst minimising the negative effects of status distinction, hierarchy and bureaucracy. They must also address the pervasive effects of stress and burnouts. Most especially, enterprises must address the gap between the high valuation of soft skills and the low investment in developing them. Methods equipping enterprises with clear calculations for return on investment in soft skills' training are needed. These issues can be effectively addressed by strengthening networks and communities of practice, fostering greater awareness of public funds and public-sponsored opportunities, investing in public-private research and backing the greater recognition of on-the-job learning. [less ▲]

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See detailEffective lifelong learning strategies and value creation at the enterprise level: Thematic report
Brandi, Ulrik; Iannone, Rosa Lisa UL

Report (2015)

This report describes and maps out effective lifelong learning strategies as they are employed at an enterprise level, including an analysis of how such strategies influence enterprises’ learning capacity ... [more ▼]

This report describes and maps out effective lifelong learning strategies as they are employed at an enterprise level, including an analysis of how such strategies influence enterprises’ learning capacity in their strive towards value creation and high performance. The empirical data triangulates three sources: 1) past empirical and theoretical work (1990-2012); 2) LLLight’in’Europe’s (FP7) empirical data; 3) 2009 and 2013 European Company Survey results. A key conjecture for the empirical analysis and conceptual model is that the ways in which different kinds of learning opportunities, understood as human resource practices (HRPs), are enacted in an enterprise is linked to available arrangements of specific systems, structures, values, processes and resources, mediated by learning. Similarities and differences in these factors create arrays of learning opportunities and potentials for attracting, sustaining and developing competences. The research and analytical synthesis address three interrelated areas of lifelong learning in enterprises, identified as imperatives in high-performance work systems: skills development; learning systems and incentives; and work design and the organisation of work. [less ▲]

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See detailConceptual model and questionnaire: LLLight'in' Europe, Lifelong Learning, Innovation, Growth and Human Capital, Tracks in Europe
Brandi, Ulrik; Elkjær, Bente; Holford, John et al

Report (2013)

This report focuses on reviewing how lifelong learning strategies at an enterprise level influence the development of human capital. The conceptual analysis is to inform and guide semi-structured ... [more ▼]

This report focuses on reviewing how lifelong learning strategies at an enterprise level influence the development of human capital. The conceptual analysis is to inform and guide semi-structured interviews conducted in LLLight’in’Europe’s (FP7) participating enterprises. As a first step towards contributing to the current research and theoretical paradigms in strategic human resource management, the report builds on current models, keeping in mind the intangibles of human capital, the pervasiveness and ubiquitous attributes of situated learning at different levels within enterprises. [less ▲]

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See detailSignificant learning in intercultural contexts
Iannone, Rosa Lisa UL; Procter, Kathrine; Skrypnyk, Oleksandra

in Korhonen, Vesa (Ed.) Cross-cultural lifelong learning (2010)

Using data from a small-scale research project on European Voluntary Service (EVS) programme participants, the authors combine learning theories to build a framework that aims at analysing three aspects ... [more ▼]

Using data from a small-scale research project on European Voluntary Service (EVS) programme participants, the authors combine learning theories to build a framework that aims at analysing three aspects of an EVS volunteer's learning processes: the individual's learning, relationships' role(s) and intercultural influences. Results demonstrate that volunteers undergo significant learning processes through implicit learning that are influenced by relationships. Outcomes converge into increased self-efficacy and an expansion of self. [less ▲]

Detailed reference viewed: 13 (3 UL)