Cooperative Learning Through Boundary Spanning: How a Corporate Learning Department Ensures That Trainers and Content Stay Current

Abstract

Continuous learning is central to ensuring organizations remain innovative and high-performing. Corporate trainers play a critical role in educating and training employees. However, in an era of digital transformation and, more recently, artificial intelligence, trainers need new skills and methods to stay current and facilitate the transformation of the workforce. The skills gap is best filled through cooperative learning with other trainers. However, cooperative learning is hindered by different spatial, organizational, and cultural boundaries that are difficult to overcome.

This paper attempts to understand how cooperative learning of trainers can be enhanced through boundary spanning. It examines the case of the corporate learning department of a German high-tech multinational through ethnographic action research by the department manager, including 21 semi-directive interviews and direct observation. Using a grounded theory approach, we explore how the concept, causes, context, contingencies, and conditions of boundary spanning enhance cooperative learning among corporate trainers.

The findings show that boundary spanning leads to cooperative learning through pedagogical scaffolding, communities of practice, and a new learning culture. Spontaneous boundary spanning occurs in parallel to guided boundary spanning. Both are made possible by appropriate leadership values and attitudes, trust, flexibility, and dedicated time and capacity.

Our paper provides recommendations on the key issues managers face in facilitating boundary spanning and cooperative learning among their employees. We also show how key barriers and risks can be mitigated to enable employees to learn cooperatively with colleagues from different and distant organizational units.