Developing a supportive learning environment in a newly formed organisation

Purpose - The aim of this study was to examine the factors that employees perceived were important in creating a supportive learning environment in a recently merged organisation. The study provides rich qualitative data from the employees' perspective.Design/methodology/approach - This case study used a qualitative phenomenological constructivist approach. Data were collected through semi-structured interviews and analysed with the aid of NVivo. The study was conducted in a large government-owned organisation in Australia and the sample consisted of 24 recent graduates of leadership development programs.Findings - The results suggested that together with the organisation's leadership, there are several distinguishing characteristics of a learning environment. These include learning with colleagues, openness to new ideas and change, building relationships, open communication, sharing the learning, coaching and reflection. Providing support for managers to gain confidence and self-awareness was important to their ability to apply their learning. The results also suggest that learning with colleagues from different regional and functional areas helps to reform subcultures and contributes to an overarching learning culture and hence to creating a supportive learning environment. Some hindrances were also discovered.Originality/value - This study gives voice to employee perceptions of the important factors required to create a supportive learning environment. The authors used a qualitative methodology in a field dominated by quantitative studies to provide rich data that extends the extant literature.