Managers Learning in Times of Change: Making the Relational Visible
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| Title: | Managers Learning in Times of Change: Making the Relational Visible |
|---|---|
| Language: | English |
| Authors: | Amanda L. Lizier, Oriana M. Price |
| Source: | Journal of Workplace Learning. 2026 38(3):181-194. |
| Availability: | Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight |
| Peer Reviewed: | Y |
| Page Count: | 14 |
| Publication Date: | 2026 |
| Document Type: | Journal Articles Reports - Research |
| Descriptors: | Foreign Countries, Industry, Workplace Learning, Pandemics, COVID-19, Administrator Attitudes, Teleworking |
| Geographic Terms: | Australia |
| DOI: | 10.1108/JWL-08-2025-0266 |
| ISSN: | 1366-5626 1758-7859 |
| Abstract: | Purpose: Globally, office-based workers were directed to work remotely during the pandemic period, a situation that has persisted despite organisational efforts to encourage a return to the office. Such changed practice architectures around remote work have prefigured new and altered relational practices for managers and their teams. The purpose of this paper is to examine the relational aspects of managing and implications for manager learning. Design/methodology/approach: Twelve managers in Australian organisations were interviewed using semi-structured interviews in 2020/2021 with follow-up discussions in 2023/2024. Using the theory of practice architectures, this paper explores practices of managing and how managers were coming to practice differently through changed practice architectures during the pandemic. Findings: The findings showed how changed practice architectures around sites of work, and the use of new technological tools to communicate and collaborate, influenced manager's relational practices and made visible previously less visible relational aspects of being a manager. Changes in practice architectures during the pandemic surfaced the critical importance of the relational aspects of the manager's roles and prompted them to come to their practice differently as they worked to care for and engage their teams. Originality/value: This research presents significant implications for how we understand learning for managers at work and the ways in which they relate and inter-relate with their teams with practical implications for how managers are supported in their learning at and for work. |
| Abstractor: | As Provided |
| Entry Date: | 2026 |
| Accession Number: | EJ1507787 |
| Database: | ERIC |
| FullText | Text: Availability: 0 |
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| Header | DbId: eric DbLabel: ERIC An: EJ1507787 AccessLevel: 3 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Managers Learning in Times of Change: Making the Relational Visible – Name: Language Label: Language Group: Lang Data: English – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Amanda+L%2E+Lizier%22">Amanda L. Lizier</searchLink><br /><searchLink fieldCode="AR" term="%22Oriana+M%2E+Price%22">Oriana M. Price</searchLink> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="SO" term="%22Journal+of+Workplace+Learning%22"><i>Journal of Workplace Learning</i></searchLink>. 2026 38(3):181-194. – Name: Avail Label: Availability Group: Avail Data: Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight – Name: PeerReviewed Label: Peer Reviewed Group: SrcInfo Data: Y – Name: Pages Label: Page Count Group: Src Data: 14 – Name: DatePubCY Label: Publication Date Group: Date Data: 2026 – Name: TypeDocument Label: Document Type Group: TypDoc Data: Journal Articles<br />Reports - Research – Name: Subject Label: Descriptors Group: Su Data: <searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Industry%22">Industry</searchLink><br /><searchLink fieldCode="DE" term="%22Workplace+Learning%22">Workplace Learning</searchLink><br /><searchLink fieldCode="DE" term="%22Pandemics%22">Pandemics</searchLink><br /><searchLink fieldCode="DE" term="%22COVID-19%22">COVID-19</searchLink><br /><searchLink fieldCode="DE" term="%22Administrator+Attitudes%22">Administrator Attitudes</searchLink><br /><searchLink fieldCode="DE" term="%22Teleworking%22">Teleworking</searchLink> – Name: Subject Label: Geographic Terms Group: Su Data: <searchLink fieldCode="DE" term="%22Australia%22">Australia</searchLink> – Name: DOI Label: DOI Group: ID Data: 10.1108/JWL-08-2025-0266 – Name: ISSN Label: ISSN Group: ISSN Data: 1366-5626<br />1758-7859 – Name: Abstract Label: Abstract Group: Ab Data: Purpose: Globally, office-based workers were directed to work remotely during the pandemic period, a situation that has persisted despite organisational efforts to encourage a return to the office. Such changed practice architectures around remote work have prefigured new and altered relational practices for managers and their teams. The purpose of this paper is to examine the relational aspects of managing and implications for manager learning. Design/methodology/approach: Twelve managers in Australian organisations were interviewed using semi-structured interviews in 2020/2021 with follow-up discussions in 2023/2024. Using the theory of practice architectures, this paper explores practices of managing and how managers were coming to practice differently through changed practice architectures during the pandemic. Findings: The findings showed how changed practice architectures around sites of work, and the use of new technological tools to communicate and collaborate, influenced manager's relational practices and made visible previously less visible relational aspects of being a manager. Changes in practice architectures during the pandemic surfaced the critical importance of the relational aspects of the manager's roles and prompted them to come to their practice differently as they worked to care for and engage their teams. Originality/value: This research presents significant implications for how we understand learning for managers at work and the ways in which they relate and inter-relate with their teams with practical implications for how managers are supported in their learning at and for work. – Name: AbstractInfo Label: Abstractor Group: Ab Data: As Provided – Name: DateEntry Label: Entry Date Group: Date Data: 2026 – Name: AN Label: Accession Number Group: ID Data: EJ1507787 |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1507787 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1108/JWL-08-2025-0266 Languages: – Text: English PhysicalDescription: Pagination: PageCount: 14 StartPage: 181 Subjects: – SubjectFull: Foreign Countries Type: general – SubjectFull: Industry Type: general – SubjectFull: Workplace Learning Type: general – SubjectFull: Pandemics Type: general – SubjectFull: COVID-19 Type: general – SubjectFull: Administrator Attitudes Type: general – SubjectFull: Teleworking Type: general – SubjectFull: Australia Type: general Titles: – TitleFull: Managers Learning in Times of Change: Making the Relational Visible Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Amanda L. Lizier – PersonEntity: Name: NameFull: Oriana M. Price IsPartOfRelationships: – BibEntity: Dates: – D: 04 M: 03 Type: published Y: 2026 Identifiers: – Type: issn-print Value: 1366-5626 – Type: issn-electronic Value: 1758-7859 Numbering: – Type: volume Value: 38 – Type: issue Value: 3 Titles: – TitleFull: Journal of Workplace Learning Type: main |
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