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This paper focuses on a key issue for university managers, educational developers and teaching practitioners: that of producing new operational knowledge in the innovation system. More specifically, it explores the knowledge required to guide individual and institutional styles of teaching and learning in a large multi-disciplinary faculty. The case study presented outlines a sustainable approach for achieving quality enhancement of teaching and learning and producing new operational knowledge. Sustainability is achieved by linking to, and being sympathetic to, the innovative activity-led concept of learning reported in this paper. This leads to the identification of elements of evaluation that are appropriately aligned to the teaching and learning behaviours, attitudes and approaches that are critical for the innovation to be successful. Such context-sensitive evaluation elements allow meaningful feedback for the purposes of creating new operational knowledge that may then be applied and tested for on-going refinement and learning.

Purpose: The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and informal learning and in particular the role of networks and crisis events within their learning experience. Design/methodology/approach: Mixed method study, comprising 13 focus groups, over 1,000 questionnaire responses from SME managers, and 20 case studies derived from semi-structured interviews. Findings: SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences. Research limitations/implications: There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation. Practical implications: -- SME owners need opportunities and time for reflection as a means of stimulating personal learning -- particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks. Originality/value: This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.

Purpose: This paper seeks to analyse and explore the results of a research project, which aimed to identify recent and current research on TLA within HRD programmes. From that base the project also intended to identify areas for future research and a basis for establishing a Special Interest Group. Design/methodology/approach: A comprehensive review of the literature was undertaken and an electronic questionnaire survey was conducted of academic members of the UFHRD, EHRHD and AHRD databases. This provided coverage of widespread international population. Findings: Findings suggest that while research into HRD as a subject and academic discipline is very healthy, there is a dearth of research into the TLA of HRD educational programmes or at least research that is published. They also suggest that academics involved in delivering HRD programmes would welcome support in TLA through additional and new resources as well as ideas on innovative approaches and methods of TLA. TLA in HRD, though, is subject to some constraints, including the role of the professional body in the UK and parts of Europe, the status of HRD in relation to wider business management as a subject and HRM in particular and the size and diversity of student groups. Respondents to the survey, however, were confident that these problems can be addressed. Practical implications: A key conclusion drawn is that innovative practice in the TLA of HRD is probably more widespread than is evident from the literature. In addition, the notion of "innovative" does not have a fixed meaning and is context specific. This means that TLA practice, which is considered normal or usual in one context could and probably would constitute an innovation in different contexts. Originality/value: Provides the first overview of research into the TLA of HRD educational programmes. (Contains 1 figure and 4 tables.)

This paper argues that designing collections of 'closed' educational resources (content and technologies) for use by specific student cohorts and collections of open educational resources for use by any 'learner' require different design approaches. Learning design for formal courses has been a research topic for over 10 years as the ever growing range of digital content and technologies has potentially offered new opportunities for constructing effective learning experiences, primarily through greater sharing and re-use of such content and technologies. While progress in adopting learning design by teaching practitioners has appeared slow so far, the advent of open educational resources (OER) has provided a substantive boost to such sharing activity and a subsequent need for employing learning design in practice. Nevertheless there appears to be a paradox in that learning design assumes a reasonably well known and well defined student audience with presumed learning needs and mediating technologies while OER are exposed to a multitude of potential learners, both formal and informal, with unknown learning needs and using diverse technologies. It can be argued that innovative designs for formal courses involve creating structured pathways through a mixture of existing and new content and activities using a mixture of media and technologies in the process. This type of 'configurational' design that blends together given items to meet a particular need, rather than designing something fully de novo is typical in many areas of work and not just teaching. Such designs work very well when there is a small set of users of the innovation or their use of the innovation is narrow. However many innovations in information, communication and computing technologies often have multiple types of users and many more layers of complexity. In these cases, rather than heavily pre-define an innovative solution just to meet certain user requirements, it is necessary to design for greater flexibility so as to allow the users to adapt their use of the innovative solution for their own requirements once it has been deployed. The use of such an 'innofusion' approach for OER is highlighted using the case study of OpenLearn (www.open.ac.uk/openlearn). [ABSTRACT FROM AUTHOR]