Reframing practice: creating social learning networks

Abstract

Purpose

The purpose of this paper is to demonstrate that social learning networks can be implemented and achieve greater results than traditional e‐Learning initiatives.

Design/methodology/approach

A case study is used to illustrate the social learning networks framework and pedagogical underpinnings.

Findings

The case study shows significant outcomes not previously experienced in face‐to‐face taught environments. However, there are inhibtors to successful implementation and these are highlighted for the reader.

Originality/value

The future of online learning lies with the development of social learning networks, but the value will only be experienced if organizational learning practitioners re‐frame their practices to enable learners to share, collaborate, build knowledge, network and learn.

Citation

Bartlett‐Bragg, A. (2009), "Reframing practice: creating social learning networks", Development and Learning in Organizations, Vol. 23 No. 4, pp. 16-20. https://doi.org/10.1108/14777280910970747