Employees' pre‐implementation attitudes and perceptions to e‐learning: A banking case study analysis

E‐learning is a global phenomenon and is central to many industries as an additional method of training that complements more traditional methods of learning. In this paper, the practice of a blended approach adopted by an anonymised large multinational banking organisation is presented as a case study. E‐learning is in its infancy within this organisation with pilots taking place in their overseas branches. However, questions arise as to whether adopting overseas implementation approaches will work in their UK branches. Are the implementation/change management approaches compatible with the UK culture and technology infrastructure? This paper investigates the implementation of e‐learning by this particular company, including the pre‐implementation attitudes and perceptions of employees. The findings are discussed together with the implications for research and practice.