Corporate Education and the Role of the Chief Learning Officer
Autor(a) principal: | |
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Data de Publicação: | 2008 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | por eng spa |
Título da fonte: | Revista Brasileira de Gestão de Negócios (Online) |
Texto Completo: | https://rbgn.fecap.br/RBGN/article/view/278 |
Resumo: | This paper aims to present an overview on characteristics, roles and responsibilities of those who are in charge of the Corporate Educational Systems in several organizations from distinct industries in Brazil, based on a research carried out by the authors. The analysis compares what is available in the literature on this subject so that it may provide insights on how Brazilian companies have dealt with the difficult task of developing competences in their employees. Special attention is given to the Chief Learning Officer’s role (or the lack of it) – someone who was supposed to be in charge of the employees’ development processes in a given organization. The results show that this role has not been a clear or unanimous concept yet, neither in terms of the functions to be performed nor the so-called strategic importance given to this sort of executive. This research is both exploratory and descriptive, and due to the use of intentional sample, the inferences are limited. Despite these limitations, its comments may enrich the discussion on this subject.Key-words:Corporate education. Corporate university. Chief learning officer. |
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Corporate Education and the Role of the Chief Learning OfficerEducación Corporativa y el Rol del Chief Learning OfficerEducação Corporativa e o Papel do Chief Learning OfficerCorporate education. Corporate university. Chief learning officer.Educación Corporativa. Universidad Corporativa. Chief learning officer.Educação corporativa. Universidade corporativa. Chief learning officer.This paper aims to present an overview on characteristics, roles and responsibilities of those who are in charge of the Corporate Educational Systems in several organizations from distinct industries in Brazil, based on a research carried out by the authors. The analysis compares what is available in the literature on this subject so that it may provide insights on how Brazilian companies have dealt with the difficult task of developing competences in their employees. Special attention is given to the Chief Learning Officer’s role (or the lack of it) – someone who was supposed to be in charge of the employees’ development processes in a given organization. The results show that this role has not been a clear or unanimous concept yet, neither in terms of the functions to be performed nor the so-called strategic importance given to this sort of executive. This research is both exploratory and descriptive, and due to the use of intentional sample, the inferences are limited. Despite these limitations, its comments may enrich the discussion on this subject.Key-words:Corporate education. Corporate university. Chief learning officer.Con base en el resultado de una investigación de los autores, el artículo trata de analizar el cuadro general referente a las características, roles y responsabilidades de los encargados de los Sistemas de Educación Corporativa en las organizaciones de diversos sectores actuantes en Brasil. El estudio se realizó para analizar lo que hay disponible en la literatura sobre el tema con la finalidad de encontrar indicios de como las organizaciones brasileñas manejaron la difícil tarea de desarrollar las competencias de sus colaboradores. Se destaca el rol (o su ausencia) del Chief Learning Officer, supuestamente el el encargado de conducir los procesos de desarrollo de las personas en una organización dada, y se percibe que todavía no hay un concepto claro y unánime, tanto en lo referente a las funciones que deben realizarse, como a la importancia estratégica atribuida al encargado de ejecutarla. La investigación realizada tuvo carácter exploratorio y descriptivo pero por ser una muestra intencional, presenta limitaciones en las inferencias de los resultados. Sin embargo, se espera que las consideraciones hechas puedan enriquecer las discusiones sobre un tema que actualmente cuenta con pocos trabajos académicos.Palabras clave:Educación Corporativa. Universidad Corporativa. Chief learning officer.O artigo pretende discutir, baseado em resultados de pesquisa realizada pelos autores, um quadro geral com relação às características, papéis e responsabilidades daqueles que seriam os responsáveis pelos Sistemas de Educação Corporativa em organizações de diferentes setores atuantes no Brasil. Tal análise é feita de forma a se comparar o que há na literatura disponível sobre o tema, pretendendo dar indícios de como as organizações brasileiras têm lidado com a difícil tarefa de desenvolver as competências de seus colaboradores. Destaca-se o papel (ou a falta dele) do Chief Learning Officer, supostamente o responsável pela condução dos processos de desenvolvimento de pessoas em uma dada organização, percebendo-se que ainda não se trata de um conceito claro e unânime, tanto em termos das funções a serem realizadas, quanto da importância estratégica atribuída àquele que seria o responsável pela sua execução. A pesquisa realizada é de cunho exploratório e descritivo e, por se tratar de uma amostragem intencional, apresenta limitações quanto a inferências dos resultados. No entanto, espera-se que as considerações feitas possam enriquecer as discussões sobre o tema, ainda carentes em trabalhos acadêmicos.Palavras-chave: Educação corporativa. Universidade corporativa. Chief learning officer.FECAP2008-06-27info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionAvaliado por paresapplication/pdfapplication/pdfapplication/pdfhttps://rbgn.fecap.br/RBGN/article/view/27810.7819/rbgn.v10i27.278Review of Business Management; Vol. 10 No. 27 (2008); 105-117RBGN Revista Brasileira de Gestão de Negócios; Vol. 10 Núm. 27 (2008); 105-117RBGN - Revista Brasileira de Gestão de Negócios; v. 10 n. 27 (2008); 105-1171983-08071806-4892reponame:Revista Brasileira de Gestão de Negócios (Online)instname:Fundação Escola de Comércio Álvares Penteado (FECAP)instacron:FECAPporengspahttps://rbgn.fecap.br/RBGN/article/view/278/359https://rbgn.fecap.br/RBGN/article/view/278/360https://rbgn.fecap.br/RBGN/article/view/278/361Copyright (c) 2014 Review of Business Managementinfo:eu-repo/semantics/openAccessHourneaux Junior, FlavioEboli, Marisa PereiraMartins, Eduardo Caruso2008-06-30T16:08:06Zoai:ojs.emnuvens.com.br:article/278Revistahttp://rbgn.fecap.br/RBGN/indexhttps://rbgn.fecap.br/RBGN/oai||jmauricio@fecap.br1983-08071806-4892opendoar:2008-06-30T16:08:06Revista Brasileira de Gestão de Negócios (Online) - Fundação Escola de Comércio Álvares Penteado (FECAP)false |
dc.title.none.fl_str_mv |
Corporate Education and the Role of the Chief Learning Officer Educación Corporativa y el Rol del Chief Learning Officer Educação Corporativa e o Papel do Chief Learning Officer |
title |
Corporate Education and the Role of the Chief Learning Officer |
spellingShingle |
Corporate Education and the Role of the Chief Learning Officer Hourneaux Junior, Flavio Corporate education. Corporate university. Chief learning officer. Educación Corporativa. Universidad Corporativa. Chief learning officer. Educação corporativa. Universidade corporativa. Chief learning officer. |
title_short |
Corporate Education and the Role of the Chief Learning Officer |
title_full |
Corporate Education and the Role of the Chief Learning Officer |
title_fullStr |
Corporate Education and the Role of the Chief Learning Officer |
title_full_unstemmed |
Corporate Education and the Role of the Chief Learning Officer |
title_sort |
Corporate Education and the Role of the Chief Learning Officer |
author |
Hourneaux Junior, Flavio |
author_facet |
Hourneaux Junior, Flavio Eboli, Marisa Pereira Martins, Eduardo Caruso |
author_role |
author |
author2 |
Eboli, Marisa Pereira Martins, Eduardo Caruso |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Hourneaux Junior, Flavio Eboli, Marisa Pereira Martins, Eduardo Caruso |
dc.subject.por.fl_str_mv |
Corporate education. Corporate university. Chief learning officer. Educación Corporativa. Universidad Corporativa. Chief learning officer. Educação corporativa. Universidade corporativa. Chief learning officer. |
topic |
Corporate education. Corporate university. Chief learning officer. Educación Corporativa. Universidad Corporativa. Chief learning officer. Educação corporativa. Universidade corporativa. Chief learning officer. |
description |
This paper aims to present an overview on characteristics, roles and responsibilities of those who are in charge of the Corporate Educational Systems in several organizations from distinct industries in Brazil, based on a research carried out by the authors. The analysis compares what is available in the literature on this subject so that it may provide insights on how Brazilian companies have dealt with the difficult task of developing competences in their employees. Special attention is given to the Chief Learning Officer’s role (or the lack of it) – someone who was supposed to be in charge of the employees’ development processes in a given organization. The results show that this role has not been a clear or unanimous concept yet, neither in terms of the functions to be performed nor the so-called strategic importance given to this sort of executive. This research is both exploratory and descriptive, and due to the use of intentional sample, the inferences are limited. Despite these limitations, its comments may enrich the discussion on this subject.Key-words:Corporate education. Corporate university. Chief learning officer. |
publishDate |
2008 |
dc.date.none.fl_str_mv |
2008-06-27 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Avaliado por pares |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://rbgn.fecap.br/RBGN/article/view/278 10.7819/rbgn.v10i27.278 |
url |
https://rbgn.fecap.br/RBGN/article/view/278 |
identifier_str_mv |
10.7819/rbgn.v10i27.278 |
dc.language.iso.fl_str_mv |
por eng spa |
language |
por eng spa |
dc.relation.none.fl_str_mv |
https://rbgn.fecap.br/RBGN/article/view/278/359 https://rbgn.fecap.br/RBGN/article/view/278/360 https://rbgn.fecap.br/RBGN/article/view/278/361 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2014 Review of Business Management info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2014 Review of Business Management |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf application/pdf application/pdf |
dc.publisher.none.fl_str_mv |
FECAP |
publisher.none.fl_str_mv |
FECAP |
dc.source.none.fl_str_mv |
Review of Business Management; Vol. 10 No. 27 (2008); 105-117 RBGN Revista Brasileira de Gestão de Negócios; Vol. 10 Núm. 27 (2008); 105-117 RBGN - Revista Brasileira de Gestão de Negócios; v. 10 n. 27 (2008); 105-117 1983-0807 1806-4892 reponame:Revista Brasileira de Gestão de Negócios (Online) instname:Fundação Escola de Comércio Álvares Penteado (FECAP) instacron:FECAP |
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Fundação Escola de Comércio Álvares Penteado (FECAP) |
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FECAP |
institution |
FECAP |
reponame_str |
Revista Brasileira de Gestão de Negócios (Online) |
collection |
Revista Brasileira de Gestão de Negócios (Online) |
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Revista Brasileira de Gestão de Negócios (Online) - Fundação Escola de Comércio Álvares Penteado (FECAP) |
repository.mail.fl_str_mv |
||jmauricio@fecap.br |
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