Corporative training through the social practice perspective

Abstract

The main goal of this article is to understand how agents' learning practices are translated into daily actions in the face of corporate training. Organizational learning, from the perspective of theory of practice, is more than a teaching-learning process, but subjectivity and everyday (re) meaning that legitimizes organizational actions by correlating them with everyday practices. The methodology is a qualitative case study, applying twelve semi-open questionnaires in a family business. It is concluded that there is a resistance movement, which integrates the organizational texture, the formation of individual knowing, the influence on group knowledge, generating collective awareness that the daily practices are not coherent with the corporate training actions. However, there is no evidence of a direct clash, denoting that power and cultural dominance are relational dynamics, which interfere in the development of innovative actions in the organizational context, going against the intentionality of organizational learning actions as thought by the organization.