Abstract
This paper reviews a successful digital competence development solution that was used to implement a business system in a large international organization. The following questions are examined: What makes a successful digital competence development case? What issues should digital competence developers consider? What aspects should management stress in corporate-wide business system implementation with digital solutions? The pedagogical requisites from the developers’ viewpoint and return on investment from management’s viewpoint are illustrated. The findings show that return on investment in digital competence development solutions can be reached if development meets business triggers. The findings indicate that if the solution is well designed, it is used creatively in several contexts.
Chapter PDF
Similar content being viewed by others
References
Anderson, L., & Krathwohl, D. R. (2001). A taxonomy for learning, teaching and assessing: A revision of bloom’s taxonomy of educational objectives. New York: Longman.
Bloom, B. S. (Ed.) (1956). Taxonomy of Educational Objectives. New York: David McKay Company Inc,.
Brown, J. S., & Duguid, P. (2000). The Social Life of Information. Boston: Harvard Business School Press.
Davenport, T. H. (1995). The fad that forgot people. Fast Company, 1(November).
Engeström, Y. (1987). Learning by expanding. Helsinki: Orienta-konsultit.
Engeström, Y., Engeström R., & Vähäaho T. (1999). When the centre does not hold: The importance of knotworking. In S. Chaikli, M. Hedegaard, & U. Jensen, (Eds.), Activity theory and social practice: Cultural historical approaches. Denmark: Aarhus University.
Fleck, J. (2002). The structure of technological evolutions: Linear models, configurations, and systems of development. Paper presented to Nobel Symposium on Science and Industry in the 20th Century, Stockholm 21–23 November.
Victor, B., & Boynton, A. C. (1998). Invented here: Maximizing your organisation’s internal growth and profitability. Boston: Harvard Business School Press.
Lave, J., & Wenger E. (1991). Situated learning: legitimate peripheral participation. New York: Cambridge University Press.
Malhotra, Y. (2002). Why Knowledge Management Systems Fail. In C. W. Holsapple (Ed.), Handbook on Knowledge Management. Heidelberg, Springer-Verlag.
Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company: How the Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Senge, P. (1990) The Fifth Discipline: The art and practice of the learning organisation. New York: Doubleday.
Stacey, R. D. (2001). Complex Responsive Processes in Organisations: Learning and Knowledge Creation. New York: Routledge.
Sveiby, K. E., (1997). The New Organisational Wealth, Managing and Measuring Knowledge-Based Assets. San Fransisco: Berrett-Koehler
Tuomi, I. (1999). Corporate knowledge. Theory and practice of intelligent organisations. Helsinki: Hakapaino.
Tuomi, I. (2003). The future of knowledge management. Lifelong Learning in Europe, 7(2), 69–79.
Wenger, E., & Snyder, W. M. (2000). Communities of practice: Learning, meaning and identity. Cambridge: Cambridge University Press.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2005 IFIP International Federation for Information Processing
About this paper
Cite this paper
Mäkinen, K., Alamäki, A. (2005). Digital Competence Development as Strategic Learning. In: Nicholson, P., Ruohonen, M., Thompson, J.B., Multisilta, J. (eds) E-Training Practices for Professional Organizations. IFIP International Federation for Information Processing, vol 167. Springer, Boston, MA. https://doi.org/10.1007/0-387-23572-8_19
Download citation
DOI: https://doi.org/10.1007/0-387-23572-8_19
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4020-7756-2
Online ISBN: 978-0-387-23572-1
eBook Packages: Computer ScienceComputer Science (R0)