Prévue : Barbara OFSTAD

Jury

Abstract

This doctoral thesis, presented through four articles, examines how to develop cooperative learning of blue-collar workers and trainers in a German high-tech company. Given rapid technological and societal shifts, this topic is crucial for HR strategies focused on employee employability and organizational viability through lifelong learning and resilient skills. Employing an interpretive paradigm in an action research approach, the study seeks comprehensive understanding by splitting the research question up into three subquestions: Which factors facilitate the uptake of new skills by in-company trainers? Which factors enhance cooperative learning of trainers? How does training satisfaction relate to skills increase, behavioral change and higher performance among blue-collar workers? The research, rooted in a unique case of corporate trainers and blue-collar workers, allows for deep, data-driven insights. Key findings supported by two inductively grounded models highlight that cooperative learning is influenced by individual and social factors, notably "boundary spanning propensity" – an individual's belief in internal boundary crossing. Open, use-case-driven learning, moderated by leadership and culture, is a pivotal piece of adult corporate learning. The thesis emphasizes holistic training intervention design incorporating evaluation. The study shows behavioral change to be critical for knowledge transfer and to constitute a valuable proxy for performance improvement. The work offers significant theoretical contributions and practical recommendations for learning management. This thesis’ coined 5A approach – anchor, assess, align, ally, advocate – gives hands-on value for future training designers and managers.