Lee, Sunghee; Kim, Bo-Young
A icle
The e ec o collabo a i e lea ning se ice quali y on he
inno a i e wo k beha io o high- ech enginee s
Adminis a i e Sciences
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Sugges ed Ci a ion: Lee, Sunghee; Kim, Bo-Young (2024) : The e ec o collabo a i e lea ning se ice
quali y on he inno a i e wo k beha io o high- ech enginee s, Adminis a i e Sciences, ISSN
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Ci a ion: Lee, Sunghee, and Boyoung
Kim. 2024. The E ec o Collabo a i e
Lea ning Se ice Quali y on he
Inno a i e Wo k Beha io o
High-Tech Enginee s. Adminis a i e
Sciences 14: 317. h ps://doi.o g/
10.3390/admsci14120317
Recei ed: 4 Sep embe 2024
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A icle
The E ec o Collabo a i e Lea ning Se ice Quali y on
he Inno a i e Wo k Beha io o High-Tech Enginee s
Sunghee Lee and Boyoung Kim *
Seoul Business School, aSSIST Uni e si y, Seoul 03767, Republic o Ko ea; [email p o ec ed]
*Co espondence: [email p o ec ed]
Abs ac : Co po a ions a e inc easingly looking beyond in e -company collabo a ions o mul idimen-
sional collabo a i e ac i i ies be ween depa men s and o ganiza ional membe s wi hin he company
o s eng hen inno a i e ma ke compe i i eness. High- ech co po a ions, speci ically, a e adop ing
collabo a i e lea ning app oaches o p omo e wo k capabili y among enginee s om he pe spec i e
o de eloping new echnologies and inc easing p oduc i i y. This s udy aimed o empi ically e i y
he e ec o he se ice quali y o collabo a i e lea ning p og ams on he inno a i e wo k beha io
o enginee s in high- ech companies. Job au onomy, sel -e icacy, and lea ning ans e we e se
as media ing a iables and hei e ec s on inno a i e wo k beha io we e analyzed. The sample
comp ised 298 high- ech enginee s in Sou h Ko ea. Collabo a i e lea ning se ice quali y was ound
o ha e a di ec posi i e e ec on job au onomy, sel -e icacy, and lea ning ans e . Howe e , job
au onomy and sel -e icacy did no in luence inno a i e wo k beha io h ough lea ning ans e .
On he o he hand, collabo a i e lea ning quali y had a posi i e e ec on inno a i e wo k beha io
h ough lea ning ans e . Thus, imp o ing he se ice quali y o collabo a i e lea ning p og ams
in high- ech co po a ions can enhance lea ning ans e wi hin he o ganiza ion, leading o inno-
a i e business ou comes. Mo eo e , o maximize he e ec i eness o collabo a i e lea ning, he
se ice quali y o lea ning p og ams can be imp o ed by p io i izing lea ning ans e a he han job
au onomy o sel -e icacy.
Keywo ds: collabo a i e lea ning; se ice quali y; inno a i e wo k beha io ; high- ech enginee
1. In oduc ion
Technological collabo a ion be ween co po a ions has been on he ise in ecen yea s,
and i is ecognized as an impo an elemen o co po a e and echnological ad ancemen .
This end o echnological collabo a ion is being ac i ely p omo ed by go e nmen s in
a ious coun ies and has become a cen al elemen o he “ echnology-globalism” analysis
o u u e in e na ional economy and echnological de elopmen . The size o he global
en e p ise collabo a ion ma ke is es ima ed a USD 60.33 billion in 2024. I is expec ed o
each USD 100.29 billion by 2029, g owing a a compound annual g ow h a e o 10.70%
(Ma ke s and Ma ke s 2021). The inc easing use o accessible sma phones in eme ging
economies, such as China and India, is also ueling he g ow h o an en e p ise collabo a ion
ma ke . In No h Ame ica, ma ke co po a ions, such as Me a Pla o ms Inc., Mic oso
Co po a ion, Google LLC, and Slack Technologies Inc., hold a la ge sha e o he en e p ise
collabo a ion ma ke (Fo une Business Insigh s 2024).
In addi ion, Ga ne (2023) epo ed ha he numbe o wo ke s using collabo a ion
ools inc eased om 55% in 2019 o 79% in 2021. Beyond business- o-business collabo a ion,
collabo a i e ac i i ies a e being ein o ced ac oss depa men s and o ganiza ions wi hin
an en e p ise. Ad ances in digi al echnology in pa icula ha e led o he ise in ad anced
ools such as i ual eali y, obo ic p ocess au oma ion, and a i icial in elligence obo s.
This has led o a p oli e a ion o collabo a i e ac i i ies ha ex end in-house p oduc i i y
and os e communica ion wi h employees. In esponse, co po a ions a e s i ing o
Adm. Sci. 2024,14, 317. h ps://doi.o g/10.3390/admsci14120317 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 317 2 o 22
imp o e p oduc i i y by p o iding ad anced solu ions and p oduc s o acili a e in e nal
and ex e nal communica ion. The expansion o global o ganiza ions, he high a e o
p oduc i i y, and he inc eased applica ion o b ing-you -own-de ice policies and he IoT
(In e ne o Things) ha e led o he de elopmen o en e p ise collabo a ion solu ions,
enabling businesses o collabo a e e icien ly and quickly in o de o d i e ma ke g ow h
(Hecksche and Hecksche 2007;Po e and Heppelmann 2015).
In high- ech ields, such as semiconduc o s, p oduc s equi e mul iple p ocesses and
complex p ocedu es o be comple ed. While he echnologies applied o each p ocess a e
impo an , i is hei coo dina ion ha ma e s. Co po a ions ha lack in e -p ocess collab-
o a ions a e p one o e o s and low e iciency. In ields such as so wa e de elopmen and
da a analy ics, a wide ange o specialized knowledge and skills a e equi ed, so seamless
communica ion and collabo a ion be ween eam membe s play a c i ical ole in p ojec success
(Keeble and Wilkinson 1999). Globaliza ion and he p oli e a ion o emo e wo k ha e also
made collabo a ion skills be ween physically sepa a ed eam membe s e en mo e impo -
an . The e o e, i is essen ial o ain employees o use collabo a ion ools and communica e
e ec i ely (Jassawalla and Sashi al 1998;Quan-Haase e al. 2005;Assbeiha 2016).
High- ech co po a ions a e de eloping and ope a ing a a ie y o in a-company
collabo a i e lea ning p og ams o adop and e ec i ely u ilize inno a i e echnologies.
Collabo a ion skill-lea ning p og ams un by co po a ions ake many o ms. Fo example,
some co po a ions o ganize egula wo kshops and semina s o ain employees on using
collabo a ion ools and eam-building ac i i ies o s eng hen bonds be ween eam membe s.
O he s u ilize online pla o ms o p o ide lea ning ma e ials and cou ses ha a e easily
accessible in a emo e wo k en i onmen . These p og ams a e aimed no only a he
acquisi ion o collabo a ion skills bu also a hei applica ion and e ec i e use in he
pe o mance o ac ual wo k (Cibo a 1991;Fo d and Meye 2013;Sun and Huang 2023).
Global high- ech companies mus ope a e s a e-o - he-a specialized echnologies, and
he impo ance o collabo a ion in complex p oduc ion p ocesses also equi es sophis ica ed
collabo a ion ools and s uc u ed lea ning (Neilson 1997). Collabo a i e lea ning be ween
echnology company enginee s goes beyond simple skill acquisi ion o s eng hen us
and communica ion among eam membe s in in eg a ed asks o ask execu ion, s eng hen
wo k capabili ies h ough lea ning ans e (S ump e al. 2011;Mo a e al. 2020), and can
a ec he business inno a ion o an o ganiza ion. Fo high- ech companies, inno a ion
is a concep ha pu s mo e emphasis on new a emp s in echnology han on change.
Mo eo e , echnological inno a ion includes a emp s a he echnological le el, p ocesses,
and esul s. Speci ically, i e e s o new ma e ials, new p ocesses, and new p oduc s, as well
as he espec i e p ocesses in which hey a e c ea ed and p oduced (Pandya 2024;Zhang
e al. 2024;Wang and Tan 2021). The e o e, echnologically ad anced companies should
p o ide aining o lead inno a ion h ough he de elopmen o enginee s’ capabili ies and
collabo a ion be ween eams o imp o e wo k e iciency, p oduc i i y, and inno a ion.
P e ious s udies conduc ed on collabo a i e lea ning ha e sugges ed he use o col-
labo a i e ools in companies (Bha e al. 2020) and examined he impac o collabo a i e
lea ning p og ams on eams’ p oblem-sol ing abili ies (Ani ha and Ka i ha 2022). These
s udies ha e shown ha collabo a i e skill-lea ning has a posi i e e ec on eam pe o -
mance and co po a e inno a ion (Zhou e al. 2013;Lee and Bonk 2014;Cheng e al. 2021).
Howe e , p e ious s udies ha e ocused only on he e ec s o collabo a i e lea ning in
companies, and he e is a lack o esea ch ha conside s he quali y o lea ning p og ams
and pa icipan sa is ac ion (Henda wa i e al. 2021). As a gued by Ho a e al. (2024),
collabo a i e lea ning can help de elop new ideas, sha e echnological know-how, p omo e
new echnology de elopmen , and p omo e inno a i e echnology p oduc ion. The e o e,
abo e all, discussions on he quali y, lea ning sa is ac ion, and e ec i eness o collabo a i e
lea ning o enginee s, who a e he main agen s o inno a ion, a e needed.
The pu pose o his s udy was o empi ically e i y he e ec o coope a i e-lea ning
se ice quali y on he inno a i e wo k beha io o enginee s in high- ech companies. In
pa icula , we looked a how coope a i e-lea ning se ice quali y a ec s enginee s’ inno-
Adm. Sci. 2024,14, 317 3 o 22
a i e wo k beha io h ough sel -e icacy, job au onomy, and lea ning ans e . These
indings ha e academic alue ha no only emphasizes he impo ance o coope a i e
lea ning bu also p esen s empi ical esul s on he quali y and impac o coope a i e lea n-
ing. In addi ion, i is signi ican in he s udy ha i p esen s esea ch esul s om he
pe spec i e o o ganiza ional beha io on he lea ning compe ency ac o s and he inno-
a i e beha io s o enginee s in high- ech companies. As a esul , his s udy emphasizes
he impo ance o coope a i e lea ning o enginee s in high- ech companies and p esen s
speci ic implica ions o imp o ing he quali y o coope a i e-lea ning se ices o imp o e
he job compe ency o enginee s. In addi ion, we will p esen de elopmen al di ec ions o
p omo ing coope a i e lea ning in high- ech companies and discuss ways o s eng hen he
capabili ies o o ganiza ional membe s o s eng hen echnological inno a ion.
Acco dingly, his s udy consis s o a o al o six chap e s. In Sec ion 2, his s udy
examines p io s udies on collabo a i e lea ning and es ablishes hypo heses based on hese
p io s udies by ac o s. The me hodologies, such as esea ch models and a iable se ings,
a e p esen ed in Sec ion 3. In Sec ion 4, he analysis esul s a e p esen ed, and in Sec ion 5,
he in e p e a ion and discussion o he analysis esul s a e p esen ed. Finally, in Sec ion 6,
he implica ions and limi a ions o he s udy and u u e asks a e p esen ed.
2. Li e a u e Re iew and Hypo hesis De elopmen
2.1. Collabo a i e Lea ning in Technologically Ad anced Co po a ions
Collabo a i e lea ning p o ides eam membe s wi h he skills and knowledge equi ed
o wo k oge he e ec i ely o achie e a common goal (Yang 2023). I goes beyond eaching
people how o use echnical ools and seeks o cul i a e an unde s anding o oles wi hin a
eam, build mu ual us , and imp o e collabo a i e p oblem-sol ing skills (Laal and Laal
2012;O’Donnell and Hmelo-Sil e 2013). Collabo a i e skill-lea ning p omo es eamwo k
and helps di e se membe s o an o ganiza ion o in e ac and c ea e syne gy (Ne gi e al.
2006;Mena-Guacas e al. 2023). Fu he , collabo a i e lea ning wo kshops and semina s
gi e eam membe s oppo uni ies o pa icipa ion and p ac ical aining (Unge e al.
2022). Online lea ning pla o ms can be u ilized o p o ide collabo a ion skill-lea ning
oppo uni ies (Ajayi and Ajayi 2020), and men o ing and coaching p og ams can help
indi idual eam membe s imp o e hei collabo a ion skills (Gilbe 2021).
Collabo a i e lea ning o echnology de elopmen enginee s consis s o se e al
componen s: eamwo k, communica ion, p oblem sol ing, con lic managemen , and
decision making. As shown in Table 1, p e ious esea ch has shown ha hese ac o s ha e
a signi ican impac on o ganiza ional pe o mance and inno a ion.
Table 1. Pu pose o and app oach o collabo a i e lea ning.
Ca ego y Con en P e ious Resea ch
Teamwo k and
leade ship
Teamwo k is a key elemen o collabo a ion; i
e e s o he abili y o eam membe s o
unde s and each o he ’s oles and
esponsibili ies and wo k oge he owa d a
common goal.
Rii a i e al. (2021)
Communica ion
This componen emphasizes clea and e icien
communica ion skills, which helps eam
membe s unde s and each o he clea ly and gi e
and ecei e eedback.
Li (2002)
P oblem sol ing
This enables eam membe s o lea n o p opose
di e en pe spec i es and in eg a e hem o
a i e a op imal solu ions.
Wisma h and O
(2015)
Adm. Sci. 2024,14, 317 4 o 22
Table 1. Con .
Ca ego y Con en P e ious Resea ch
Con lic
managemen
This componen includes echniques o help eam
membe s manage hei emo ions and ind
cons uc i e solu ions in con lic si ua ions.
Walke and
Daniels (2019)
Decision making This componen ocuses on de eloping he skills
needed o eams o make decisions collabo a i ely.
Baumbe ge -
Hen y (2005)
P e ious s udies on collabo a i e lea ning in en e p ises ha e emphasized he im-
po ance o lea ning e ec i eness. Fi s , Johnson and Johnson (2021) a gued ha , in
e ms o con ibu ion o imp o ing o ganiza ional pe o mance, e ec i e collabo a ion
inc eases p oduc i i y and c ea i i y and enables complex p oblems o be sol ed quickly.
Felde and B en (2001) explained ha , in e ms o imp o ing communica ion wi hin an
o ganiza ion, collabo a i e skill-lea ning helps eam membe s communica e clea ly and
e ec i ely.
Dowell e al.
(2014) claimed ha i acili a es he low o in o ma ion, educes
misunde s andings and con lic , and inc eases eam cohesion.
Collabo a i e lea ning, he e o e, con ibu es o a posi i e o ganiza ional cul u e
based on us and espec among eam membe s. Blasco-A cas e al. (2013) explained ha
collabo a i e lea ning inc eases employee sa is ac ion and engagemen , which, in u n,
p omo es sus ainable o ganiza ional g ow h in he long un. As such, esea ch indings
ha e shown ha collabo a i e lea ning imp o es he p oblem-sol ing, communica ion,
and leade ship compe encies o indi idual eam membe s, which has a posi i e impac on
hei ca ee ad ancemen and sense o accomplishmen .
Fu he mo e, ega ding p io s udies on collabo a i e lea ning o high- ech co po a-
ions and enginee s, O’Sulli an e al. (2017) claimed ha collabo a i e lea ning maximizes
lea ning ans e and enhances collabo a ion compe encies in p ac ice-o ien ed p ojec s.
Ap e and Bha e-Gudipudi (2020) explained ha , in he ield o enginee ing, collabo a i e
lea ning en i onmen s play a c ucial ole in helping enginee s sol e complex p oblems and
o e come echnical challenges. Thei s udy epo ed ha lea ning h ough collabo a ion
no only con ibu es o indi idual skill de elopmen bu also s eng hens an o ganiza ion’s
p oblem-sol ing skills.
In addi ion, Chang (2001) s essed ha collabo a i e lea ning assumes a c i ical ole
in b idging heo y and p ac ice and is e ec i e in p omo ing echnology lea ning and
enginee ing. Fische (2013) explained ha collabo a i e lea ning and pee assessmen
os e in e ac ions among eam membe s, which allows enginee s o be e u ilize wha
hey lea n in eal wo k si ua ions. Finally, Zhuang and Zhou (2023) asse ed ha coo di-
na ion and collabo a ion be ween indus y and academia in enginee ing educa ion can
maximize lea ning ans e and academic pe o mance. As a esul , collabo a i e lea ning
o employees o enginee s in echnology-based co po a ions can inc ease lea ning ans e
and p oblem-sol ing e ec s wi hin he o ganiza ion, playing a posi i e ole in enhancing
wo k e ec i eness, including skill de elopmen and p oduc i i y imp o emen .
2.2. The Roles o Se ice Quali y, Job Au onomy, and Sel -E icacy in Co po a e Lea ning
Co po a e lea ning is he p ocess o acqui ing he knowledge and skills equi ed o a
speci ic job and includes all he aspec s o de elopmen , educa ion, and aining (C oce i
2001). Calisi e al. (2013) explained ha he pu pose o co po a e lea ning is o imp o e he
e ec i eness and e iciency o co po a e s uc u es and co po a e ac i i ies and enhance he
de elopmen o o ganiza ional membe s. Co po a e lea ning aining e e s o educa ional
p og ams and ela ed sys ema ic ac i i ies conduc ed o employees o s akeholde s o
achie e o ganiza ional objec i es by imp o ing hei capabili ies (Ma in and Reyes 2023).
Lea ning se ice e e s o all educa ional ac i i ies and adminis a i e se ices p o-
ided o employees by co po a ions, o ganiza ions, and ins uc o s, aiming a ca ying ou
aining o achie e educa ional objec i es (Hebles e al. 2023). I is a se o ac i i ies in which
Adm. Sci. 2024,14, 317 5 o 22
a supplie p o ides angible and in angible se ices o employees o ul ill educa ional
objec i es, he eby inc easing employees’ ma e ial and men al sa is ac ion. Sadiq Sohail
and Shaikh (2004) de ined lea ning se ice quali y as he o e all assessmen o a i ude o
lea ne s owa d he quali y o he lea ning se ice p o ided by hei ins i u ion. Fel en and
Clay on (2011) de ined lea ning se ice quali y as lea ne s’ o e all judgmen o a i ude
owa d he excellence o a aining p og am. Uppal e al. (2018) a gued ha e-lea ning se -
ice p o ide s should p o ide e icien lea ning se ices o inc ease membe s’ sa is ac ion
and acili a e he achie emen o educa ional goals.
The essen ial pu pose o co po a e lea ning is o enable he employees o an o ganiza-
ion o de elop he abili y o e ec i ely acqui e knowledge ela ed o hei wo k, de elop
hei wo k compe encies, and apply hem o wo k si ua ions. In co po a e job- aining
p og ams, lea ning se ice quali y is an indica o o he e ec i eness and sa is ac ion o
he p og ams o e ed wi hin an o ganiza ion. The con en o lea ning should be closely
ela ed o he job in ques ion as i has a di ec impac on job sa is ac ion and pe o mance
(Egan e al. 2004). High-quali y lea ning helps employees gain he knowledge and skills
hey need and apply hem du ing he pe o mance o ac ual wo k. The e o e, lea ning
me hods should be ailo ed o he lea ning s yles o pa icipan s and e lec he needs and
job cha ac e is ics o o ganiza ional membe s o maximize lea ning e ec i eness (Nielsen
and K eine 2017).
Consequen ly, imp o ing he quali y o a co po a e lea ning se ice a ec s he im-
p o emen o indi idual o eam compe encies o job pe o mance, such as job au onomy,
sel -e icacy, and lea ning ans e (Tho 2017;Islam and Ahmed 2018). Fi s , in e ms o
job au onomy, lea ning ha p o ides up- o-da e job- ela ed knowledge builds employees’
con idence in ega d o pe o ming hei jobs mo e au onomously (Tabiu e al. 2020). I
also s eng hens sel -e icacy, he belie ha indi iduals ha e in hei abili ies o achie e
hei goals. In addi ion, employees sha e he knowledge o in o ma ion hey ha e gained
h ough educa ion, c ea ing a lea ning ans e e ec ha posi i ely impac s hei cowo ke s
and eams.
Slå en (2014) no ed ha high-quali y lea ning p og ams play a c ucial ole in inc eas-
ing employees’ job au onomy and sel -e icacy. In addi ion, Qu eshi (2019) claimed ha ,
when employees’ sel -e icacy is enhanced by co po a e lea ning, i has a posi i e impac
on lea ning ans e as well. Malu eanu e al. (2021) a gued ha high-quali y lea ning
enhances job au onomy and lea ning ans e , leading o a comp ehensi e impac on em-
ployees’ job sa is ac ion and pe o mance. Fu he mo e, De mol and ˇ
Ca e (2013) and
A go e (2014) asse ed ha ope a ing an ongoing co po a e lea ning p og am enhances
p oblem sol ing and c ea i i y h ough enhanced eam lea ning ans e .
Ul ima ely, hese p io s udies showed ha imp o ing he se ice quali y o a com-
pany’s collabo a i e lea ning p og am can ha e a posi i e impac on employees’ job au on-
omy, sel -e icacy, and lea ning ans e . Thus, enhancing he quali y o lea ning se ices o
collabo a i e lea ning among enginee s in high- ech co po a ions will imp o e enginee s’
job au onomy, sel -e icacy, and lea ning ans e . The e o e, he ollowing hypo heses we e
p oposed o his s udy:
H1. The se ice quali y o collabo a i e lea ning p og ams o high- ech co po a ions will ha e a
posi i e (+) e ec on enginee s’ job au onomy.
H2. The se ice quali y o collabo a i e lea ning p og ams o high- ech co po a ions will ha e a
posi i e (+) e ec on enginee s’ sel -e icacy.
H3. The se ice quali y o collabo a i e lea ning p og ams o high- ech co po a ions will ha e a
posi i e (+) e ec on enginee s’ lea ning ans e .
Adm. Sci. 2024,14, 317 6 o 22
2.3. Job Au onomy, Sel -E icacy, and Lea ning T ans e
Lea ning ans e e e s o he p ocess by which knowledge, skills, and a i udes
acqui ed h ough lea ning o aining a e success ully applied in a eal wo k en i onmen .
This se es as an impo an me ic ha measu es he ac ual e ec i eness o lea ning,
and he abili y o apply he lea ned con en o one’s job is di ec ly ela ed o imp o ed
o ganiza ional pe o mance (Hol on and Baldwin 2003). Fu he , lea ning ans e is
co ela ed wi h ac o s ha bols e employees’ wo k beha io s and compe encies, such as
job au onomy and sel -e icacy. In his ega d, Tho (2017) explained ha , in an en i onmen
wi h high job au onomy, employees ha e he oppo uni y o eely apply wha hey ha e
lea ned, which enhances he e ec i eness o lea ning ans e . The au ho a gued ha
employees wi h high sel -e icacy ha e g ea e con idence in applying wha hey ha e
lea ned on he job, which inc eases he success a e o lea ning ans e .
In e ms o he ela ionship be ween job au onomy and lea ning ans e , job au onomy
is a concep ha desc ibes how much au onomy and con ol an employee has o e he
p ocess o pe o ming hei job (Sa agih 2011). I means eedom o employees o decide
how hey wo k, con ol hei wo k schedules, and choose how hey sol e p oblems. Job
au onomy is conside ed especially impo an o knowledge wo ke s o hose who pe o m
c ea i e asks. In o ganiza ions wi h high au onomy, employees ha e he oppo uni y o
pe o m o he bes o hei abili ies (Ozla i 2015) and can eely choose how hey wo k and
how hey sol e p oblems, and so hey a e be e able o apply wha hey lea n o hei wo k
(Maggi-da-Sil a e al. 2022).
Job au onomy is a c i ical ac o ha a ec s lea ning ans e . Llopis and Foss (2016)
demons a ed ha inc easing job au onomy is an e ec i e s a egy o p omo ing lea ning
ans e among employees. Buch e al. (2015) ound ha lea ning p og ams a e mo e
e ec i e in o ganiza ions wi h highe le els o job au onomy. They explained ha , in
hese o ganiza ions, lea ning ans e is seamless because employees a e gi en many
oppo uni ies o apply hei new skills and knowledge o eal wo k si ua ions. Lee and Jin
(2023) concluded ha , he highe he le el o employees’ job au onomy, he mo e e ec i ely
hey engage in ans e lea ning. Based on he li e a u e ci ed abo e, his s udy p oposed he
hypo hesis ha job au onomy can also acili a e he ans e o lea ning acqui ed h ough
educa ion among enginee s in high- ech co po a ions:
H4. The job au onomy o enginee s in high- ech co po a ions ha ha e ecei ed collabo a i e
lea ning will ha e a posi i e (+) e ec on lea ning ans e .
Fu he mo e, conside ing he ela ionship be ween sel -e icacy and lea ning ans e ,
sel -e icacy e e s o an indi idual’s belie in hei abili y o success ully pe o m a speci ic
ask (Holladay and Quiñones 2003). People wi h high sel -e icacy ha e g ea e con idence
when aced wi h challenges and a e mo e p oac i e in o e coming ailu es and achie ing
success (Chiabu u and Lindsay 2008). This con idence is di ec ly linked o an indi idual’s
job pe o mance, and employees wi h high sel -e icacy a e mo e likely o be sa is ied
wi h hei jobs and pe o m be e . Sel -e icacy can be s eng hened h ough lea ning and
aining, eedback, and success ul expe iences (Wen and Lin 2014).
Jackson (2002) explained ha employees wi h high sel -e icacy a e be e able o apply
wha hey lea n o hei wo k. Godinez and Leslie (2015) emphasized he posi i e impac
o sel -e icacy on lea ning ans e . They explained ha lea ne s wi h highe sel -e icacy
a e be e able o emembe wha hey lea n and use i e ec i ely in eal wo k si ua ions.
Hasan e al. (2020) a gued ha educa ional s a egies ha inc ease sel -e icacy a e necessa y
o p omo e lea ning ans e . They sugges ed ha sel -e icacy can be s eng hened by
ensu ing ha he educa ional con en is ele an o ac ual asks and ha lea ne s a e
gi en he oppo uni y o check hei pe o mance du ing he educa ional p ocess. Sookhai
and Budwo h (2010) ound ha employees wi h high sel -e icacy a e mo e willing o
apply wha hey lea n, hus maximizing he e ec i eness o lea ning ans e . They also
Adm. Sci. 2024,14, 317 7 o 22
unde sco ed he need o suppo and mo i a ion a he o ganiza ional le el o acili a e
lea ning ans e .
In u n, lea ne s wi h high sel -e icacy ha e g ea e con idence in applying wha hey
ha e lea ned o ac ual asks, which aises he success a e o lea ning ans e . Hence, i is
impo an o include s a egies o s eng hen lea ne s’ sel -e icacy when designing lea ning
p og ams. Based on hese p e ious s udies, he ollowing hypo hesis was p oposed o
his s udy:
H5. The sel -e icacy o enginee s in high- ech co po a ions ha ha e ecei ed collabo a i e lea ning
will ha e a posi i e (+) e ec on lea ning ans e .
2.4. Lea ning T ans e and Inno a i e Wo k Beha io
Sco and B uce (1998) de ined inno a i e wo k beha io as he in en ional c ea ion,
adop ion, and applica ion o new ideas ha help imp o e he pe o mance o one’s job ole,
he g oup o which one belongs, o he o ganiza ion; i is a concep ha bes encompasses
inno a ion a he indi idual le el. While c ea i i y ocuses on he de elopmen o new
and use ul ideas, inno a i e wo k beha io should be unde s ood as a b oade concep
han c ea i i y because i encompasses no only he de elopmen o ideas bu also hei
p omo ion, implemen a ion, and di usion (Vole y and Ta abashkina 2021). Inno a i e
wo k beha io is closely ela ed o he asks assigned o membe s, and, in pa icula , he
deg ee o which a ask is ou ine will play a pi o al ole in de e mining he need o c ea e
o in oduce new ideas. I a job is highly ou ine, i is unlikely ha wo ke s will be able
o expe imen and u ilize new ways o p ocedu es in pe o ming hei asks. Besides he
non- ou ineness o asks, ask in ensi y also a ec s inno a i e wo k beha io .
Va ious p io s udies ha e emphasized he impo ance o employee c ea i i y and
inno a i e beha io in he con ex o inno a i e wo k beha io and ha e p oposed a ious
a iables ha in luence hem. Gegen u ne e al. (2013) claimed ha ex insic ewa d
sys ems, job design, and o ganiza ional cul u e, as well as he a ibu es o he inno a ion
i sel , ei he inhibi o acili a e he ela ionship be ween en i onmen al a iables and inno-
a ion. Ramos e al. (2018) iden i ied goal cla i y, o ganiza ional cul u e, a decen alized
decision-making sys em, and poli ical suppo as impo an in luencing a iables ha a ec
o ganiza ional inno a ion and o ganiza ional pe o mance. Hui and Lee (2000) classi ied in-
e nal locus o con ol, o ganiza ion-based sel -es eem, ask in ensi y, ask non- ou ineness,
leade –membe exchange ela ionships, eam membe exchange ela ionships, inno a ion
suppo i e o ganiza ional cul u e, and decen aliza ion as impo an in luencing a iables.
The ela ionship be ween he deg ee o decen aliza ion o au ho i y and inno a ion be-
ha io , as well as leade s’ suppo , us , and au onomy, enhances c ea i e idea gene a ion
and inno a i e beha io (A ad e al. 1997;Dedahano e al. 2017). O he s udies ha e
pa icula ly emphasized he impo ance o o ganiza ional cul u e among he a iables ha
explain inno a ion beha io (Khan and Hussain 2020;Ekmekcioglu and Öne 2024).
As no ed by Lai e al. (2016), lea ning ans e , which is he concep o applying
knowledge, skills, and a i udes gained h ough lea ning on he job, has a posi i e e ec
on employees’ inno a i e wo k a i ude. Cangialosi e al. (2020) de ined lea ning ans e
as he ac o e ec i ely applying he knowledge, skills, and compe encies acqui ed by
lea ne s h ough educa ion and aining p og ams o ac ual wo k inno a ions. In his
con ex , Ba is elli e al. (2019) e e ed o lea ning ans e as he e ec i e applica ion o
wha pa icipan s in an educa ion and aining p og am ha e lea ned o hei jobs and
explained ha , h ough his p ocess, lea ne s o m hei own c ea i e ideas abou wha he
lea ning means and how i can be applied.
Wang e al. (2023) also posi ed ha lea ning ans e can ex end beyond knowledge,
skills, and a i udes o include cogni i e s a egies; hus, lea ning ans e o med h ough
educa ion can s imula e new a emp s and inno a i e wo k beha io . E en ually, as
Akha an e al. (2015) and Kmieciak (2021) ha e a gued, knowledge sha ing as lea ning
Adm. Sci. 2024,14, 317 8 o 22
ans e is u ilized on he job and mani es ed as inno a i e wo k beha io . Based on hese
p e ious s udies, he ollowing hypo hesis was p oposed o his s udy:
H6. Lea ning ans e among enginee s in high- ech co po a ions ha ha e ecei ed collabo a i e
lea ning will ha e a posi i e (+) e ec on inno a i e wo k beha io .
3. Resea ch Me hod
3.1. Resea ch Model
Based on he abo e hypo heses, a esea ch model was pos ula ed, as shown in Figu e 1.
This s udy aimed o empi ically analyze he in luence o collabo a i e lea ning se ice
quali y on inno a i e wo k beha io . To his end, collabo a i e lea ning se ice quali y was
se as he independen a iable. The ollowing pa ame e s we e analyzed: job au onomy,
sel -e icacy, and lea ning ans e . Inno a i e wo k beha io was conside ed he dependen
a iable. Th ough his, he causal ela ionship among lea ning se ice quali y, job au onomy,
sel -e icacy, and lea ning ans e was es ablished, as well as he in luen ial ela ionship o
how job au onomy and sel -e icacy a ec s lea ning ans e . Finally, his s udy cons uc ed
a s uc u al equa ion model o pa h analysis o analyze he in luence o lea ning ans e
on inno a i e wo k beha io .
Figu e 1. Resea ch model.
3.2. Measu emen o Va iables and Analysis Me hod
A su ey was conduc ed o collec da a and analyze he p oposed model. To cons uc
he su ey, he su ey ques ions shown in Table 1below we e p epa ed based on p e ious
s udies. This s udy hen de ined he componen s o he a iables ha comp ised he su ey.
Mos o he ques ions on “collabo a i e lea ning” e e o mu ual lea ning o collabo a ion
in he cou se o pe o ming wo k o imp o e unde s andings o no only one’s own wo k
wi hin he o ganiza ion bu also he wo k o he en i e company. Collabo a i e lea ning
is a ac o ha a ec s he lea ning ac i i ies o membe s wi hin an o ganiza ion and hei
e ec i eness; i includes ac o s ha co po a ions should conside in o de o enhance
collabo a ion e ec i eness.
The componen s o collabo a i e lea ning se ice quali y can be ca ego ized in o
basic se ice quali y ac o s, such as angibili y, eliabili y, esponsi eness, assu ance,
and empa hy in he SERVQUAL model p oposed by Pa asu aman e al. (1988) and he
SERVPERF model p oposed by C onin and Taylo (1994). In e ms o lea ning se ice
quali y, Abdullah (2006) p esen ed an ins uc o ac o , a uni e si y epu a ion ac o , a
lea ning p og am ac o , a s uden ca e ac o , a eaching assis an s a ac o , and an
accessibili y ac o in hei HEdPERF model. La i e al. (2019) ca ego ized ins uc o
expe ise, lea ne esponsi eness, educa ional con en eliabili y, and p og am angibili y.
Khodaya i and Khodaya i (2011) p oposed ins uc o expe ise, cu iculum o ganiza ion,
lea ning con en s, and lea ning p ocess.
Based on hese p io s udies, his s udy de ined “ins uc o expe ise”, “ esponsi e-
ness”, and “p og am angibili y”, as p oposed by Hasan e al. (2008) and Uppal e al.
Adm. Sci. 2024,14, 317 15 o 22
Table 9. Resul s o hypo hesis es .
Hypo hesis (Pa h) S.E. -Value (p) Suppo
H1 Collabo a i e lea ning se ice quali y →Job au onomy 0.118 2.210 * Suppo ed
H2 Collabo a i e lea ning se ice quali y →Sel -e icacy 0.101 2.171 * Suppo ed
H3 Collabo a i e lea ning se ice quali y →Lea ning ans e 0.098 6.752 *** Suppo ed
H4 Job au onomy →Lea ning ans e 1.008 13.813 *** Suppo ed
H5 Sel -e icacy →Lea ning ans e 0.060 2.141 * Suppo ed
H6 Lea ning ans e →Inno a i e wo k beha io 0.848 9.833 *** Suppo ed
No e: * p< 0.05, *** p< 0.001.
No e: * p < 0.05, *** p < 0.001.
Figu e 4. Analysis esul s o he s uc u al equa ion model.
4.3. Di ec and Indi ec E ec s
As shown in Table 10, o es he signi icance o he indi ec e ec s, we used he boo -
s apping me hod o de i e he di ec , indi ec , and o al e ec s. The esul s o he pa h
analysis showed ha he independen a iable—collabo a i e lea ning se ice quali y—did
no a ec lea ning ans e h ough he media ion o job au onomy o sel -e icacy. Howe e ,
i was ound ha collabo a i e lea ning se ice quali y in luenced inno a i e wo k beha io
h ough lea ning ans e . Fu he , job au onomy and sel -e icacy in luenced inno a i e wo k
beha io h ough lea ning ans e . The esul s con i med ha , when lea ning se ice quali y
is media ed by lea ning ans e , inno a i e wo k beha io can be imp o ed.
Table 10. Resul s o di ec and indi ec e ec s.
Hypo hesis (Pa h) LLCI ULCI Di ec
E ec s
Indi ec
E ec s
To al
E ec
Collabo a i e lea ning quali y →Job au onomy →
Lea ning ans e 0.199 0.474 0.232 0.344 0.576
Collabo a i e lea ning quali y →Sel -e icacy →
Lea ning ans e 0.379 0.771 0.056 0.025 0.081
Collabo a i e lea ning quali y
→
Lea ning ans e
→
Inno a i e wo k beha io −0.116 0.217 0.674 0.040 *** 0.714
Job au onomy →Lea ning ans e →Inno a i e
wo k beha io 0.211 0.610 0.922 0.054 *** 0.976
Sel -e icacy →Lea ning ans e →Inno a i e
wo k beha io −0.209 −0.048 0.074 0.004 * 0.078
LLCI (lowe limi con idence in e al), ULCI (uppe limi con idence in e al). No e: * p< 0.05, *** p< 0.001.
5. Discussion
This s udy analyzed he e ec o collabo a i e lea ning se ice quali y on he inno a-
i e wo k beha io o enginee s in high- ech companies h ough job au onomy, sel -e icacy,
and lea ning ans e . Acco dingly, he ollowing esea ch esul s could be ound. Fi s , he
quali y o he collabo a i e lea ning se ice o high- ech enginee s had a posi i e e ec on
job au onomy and sel -e icacy. This sugges s ha collabo a i e skill-lea ning e ec i ely
Adm. Sci. 2024,14, 317 16 o 22
gi es lea ne s he knowledge and skills hey need o hei jobs, gi ing hem au onomy
and con idence in hei wo k. Lea ne s wi h high job au onomy apply wha hey ha e
lea ned mo e eely o eal asks, while hose wi h high sel -e icacy ha e mo e con idence
and will in hei abili y o cope wi h new challenges. As Shih e al. (2011) men ioned,
collabo a i e lea ning p o ides lea ne s wi h con idence in pe o ming asks and he abili y
o espond au onomously o designa ed asks in p epa a ion o a a ie y o si ua ions
hey may ace in eal wo k. Technical enginee s ha e o ca y ou cons an esea ch and
echnology de elopmen , so hey we e able o con i m ha con idence in hei abili ies and
willingness o de elop inno a ions is impo an in p omo ing inno a i e echnologies. In
addi ion, as Lee and Jin (2023) poin ed ou , inno a ion esul s can be mo e success ul when
collabo a i e lea ning in echnology de elopmen c ea es an a mosphe e o eedom while
c ea ing compe ency de elopmen and job coope a ion. E en ually, enginee s o high- ech
companies we e able o con i m ha hey need an educa ion and wo k en i onmen ha
akes in o accoun indi idual sel -e icacy and job au onomy in s eng hening inno a i e
job beha io s h ough collabo a i e aining.
Enginee s iew he job as challenging and impo an and app oach i wi h he ecogni-
ion ha hey should ac i ely u ilize hei capabili ies in he job. Also, job inno a ion is
shaped by job au onomy awa eness. In addi ion, he au onomy o choose one’s own wo k
goals and me hods is closely ela ed o challenges. In pa icula , au onomy s eng hens
an indi idual’s sense o esponsibili y by making hem ecognize ha hei skills, abili ies,
and knowledge de e mine he success o ailu e o a ask. Th ough he ac ion o hese wo
componen s, he coope a i e educa ion o enginee s can ein o ce inno a ion o ien a ion.
Second, he quali y o coope a i e lea ning se ices had a posi i e e ec on inno a-
i e wo k beha io . This is consis en wi h p e ious s udies ha show ha lea ne s can
posi i ely in luence job pe o mance by applying he skills and knowledge acqui ed in
he cu iculum o hei ac ual wo k (Wang e al. 2023). As Cangialosi e al. (2020) poin ed
ou , inno a i e job beha io e e s o he p ocess o c ea ing new ideas ha bene i he
o ganiza ion and con e ing hem in o di e en ia ed p oduc s and se ices, sys ems, and
ope a ional me hods h ough hem. The subjec o inno a i e beha io is indi idual, and
inno a i e beha io is a pu pose-o ien ed ac i i y ha is implemen ed o imp o e pe o -
mance (Egan e al. 2004). In he end, inno a i e beha io consis s o a p ocess o de eloping,
p omo ing, and ealizing c ea i e ideas, and he idea o inno a i e beha io is cha ac e ized
by how i mus be new in a uni e sal sense. Howe e , i does no jus mean changing
job- ela ed ma e s; i is a p ocess o disco e ing new ideas, comme cializing hem, and
pu ing hem in o ac ion in o de o secu e a compe i i e ad an age in he ma ke as well
as he pe o mance and de elopmen o he o ganiza ion. The e o e, he educa ional e ec
can ake place only when goal-o ien ed inno a ion-o ien ed beha io h ough collabo a i e
educa ion appea s. In his espec , he esul s o his s udy show ha collabo a i e aining
o enginee s can play a posi i e ole in he inno a i e job beha io o enginee s pu sued
by echnology companies.
Thi d, he quali y o coope a i e lea ning se ice had a di ec e ec on job au onomy
and sel -e icacy, bu he media ing e ec o job au onomy and sel -e icacy on inno a i e
wo k beha io h ough lea ning ans e has no been p o en. These esul s sugges ha
media ing ac o s a he eam and o ganiza ional le els, such as lea ning ans e , play a
mo e impo an ole in he impac o coope a i e lea ning se ice quali y on inno a i e
wo k beha io han indi idual compe ency ac o s such as job au onomy o sel -e icacy.
Lea ning ans e is an impo an indica o o how e ec i ely knowledge and skills ac-
qui ed h ough lea ning a e used in eal wo k. All o hese ac o s acili a e lea ning ans e
and consequen ly con ibu e o s eng hening inno a i e wo k beha io . Lea ning ans e ,
which changes beha io h ough acqui ed knowledge, skills, and a i udes, pu sues inno-
a ion h ough e ec i e use o knowledge, skills, and a i udes acqui ed in educa ional
p og ams o wo k and s eng hens new wo k o ien a ion; consequen ly, i is in ol ed in
job pe o mance and con ibu es posi i ely.
Adm. Sci. 2024,14, 317 17 o 22
Mo eo e , Hebles e al. (2023) a gued ha coope a i e lea ning mainly consis s o
eam- o o ganiza ional lea ning and ocuses on enhancing he abili y o eam membe s
o coope a e and communica e wi h each o he . The e o e, eam pe o mance and coop-
e a i e abili y may be mo e impo an . In addi ion, since coope a i e lea ning c ea es an
en i onmen in which lea ne s wo k oge he o achie e common goals, he eam’s collec-
i e e icacy can play a mo e impo an ole han indi idual au onomy and sel -e icacy.
E en ually, he esul s o his s udy also show ha , i he quali y o collabo a i e educa ion
is s eng hened and has a posi i e e ec on lea ning ans e , he inno a i e job beha io o
enginee s can be s eng hened in he end. This shows ha s eng hening he quali y o col-
labo a i e educa ion plays an impo an ole in he o ien a ion o echnological inno a ion
and de elopmen .
6. Conclusions
6.1. Resea ch Implica ions
Based on he indings o his s udy, he ollowing speci ic implica ions can be sugges ed
o high- ech co po a ions o enhance hei collabo a i e skill-lea ning. Abo e all, om
a heo e ical poin o iew, his s udy is meaning ul in ha i sugges ed he impo ance
o imp o ing he e ec i eness and quali y o coope a i e educa ion. Un il now, esea ch
ela ed o coope a i e educa ion has ocused on discussing educa ional ools and me hods.
Howe e , as esea ch on educa ional e ec s and ein o cemen measu es such as educa ion
applica ion and sa is ac ion wi h educa ional subjec s is necessa y, his s udy is meaning ul
in ha i empi ically p o ed and p esen ed he impo ance o s eng hening coope a i e
educa ion se ices o companies.
In pa icula , i de ined he quali y o collabo a i e educa ion o high- ech companies
and sugges ed ha collabo a i e educa ion a ec s he inno a i e wo k beha io o engi-
nee s. This is aluable as a esea ch esul ha sugges s he impo ance o s eng hening
collabo a i e educa ion in echnology companies and u he imp o ing he quali y o
educa ion se ices. I shows he academic alue o his s udy in ha i p esen s esea ch
esul s ha empi ically p o e ha collabo a i e educa ion in echnology companies pu su-
ing echnological inno a ion can lead o inno a i e wo k pe o mances beyond echnical
compe ency educa ion.
As p ac ical implica ions, h ee aspec s can be conside ed. Fi s , o maximize he
e ec i eness o collabo a i e lea ning among enginee s in high- ech co po a ions, lea ning
ans e should be conside ed a c i ical ac o . To ensu e ha enginee s can e ec i ely
apply he knowledge and skills hey lea n in educa ional p og ams o hei ac ual wo k, he
cu iculum should be designed o e lec he ac ual wo k en i onmen as closely as possible.
I is essen ial ha p og ams link heo y and p ac ice so ha wha is lea ned is immedia ely
applicable o he cu en wo k. In pa icula , hey should include wo king-le el p ojec s,
simula ions, and p oblem-sol ing asks o c ea e an en i onmen whe e enginee s can pu
he lea ned educa ional con en o p ac ical use.
Ul ima ely, maximizing lea ning ans e plays a key ole in ensu ing a company’s
echnological compe i i eness. In he p ocess o se ing he di ec ion o u u e echnological
de elopmen and sol ing challenges wi h di e se ideas, i is i al o c ea e an en i onmen
whe e he knowledge and skills acqui ed h ough educa ion can be e ec i ely applied in
he cu en job. To his end, co po a ions should build open esea ch pla o ms o expand
ex e nal collabo a ion and con inue o os e a one- eam cul u e h ough collabo a i e skill-
building p og ams. This se ies o p ocesses will con ibu e signi ican ly o s eng hening
o ganiza ions’ compe i i eness and imp o ing hei pe o mance.
Second, a eam-based lea ning en i onmen should be cul i a ed. As collabo a ion
skill-lea ning ocuses mo e on eam collabo a ion and imp o ed pe o mance han in-
di idual job au onomy o sel -e icacy, i is impe a i e o os e an en i onmen whe e
lea ne s can engage in p oblem sol ing in eams. This can be accomplished h ough eam
p ojec s, g oup discussions, ole playing, and o he eaching me hods ha help lea ne s
unde s and hei ole in he eam and de elop he abili y o collabo a e wi h eamma es o
Adm. Sci. 2024,14, 317 18 o 22
sol e p oblems. I is also necessa y o p o ide physical and i ual collabo a ion spaces
whe e lea ne s can eely sha e ideas and collabo a e.
Collabo a ion and communica ion wi h key de ice make s a e becoming inc easingly
impo an , especially wi h he inc ease in echnical complexi y. Fo high- ech co po a ions,
collabo a i e lea ning among enginee s is a co e componen ha ensu es echnological
compe i i eness and is essen ial o maximizing in e -depa men al collabo a ions and
p ac ical applicabili y. I is impo an ha he cu iculum is designed o e lec ac ual
wo k en i onmen s so ha he knowledge and skills lea ned a e e ec i ely ans e able
o employees’ cu en jobs. This can be accomplished h ough high-le el collabo a i e
echnical g oup discussion mee ings and wo king-le el deep echnology councils. Th ough
hese councils, high- ech co po a ions can sha e hei echnology de elopmen oadmaps
wi h de ice make s, align echnology de elopmen iming, and s eng hen collabo a i e
ela ionships based on mu ual espec and us .
Thi d, high- ech co po a ions should conside designing lea ning p og ams no only
o imp o e echnical collabo a ions bu also lea ning se ice quali y. The se ice, including
he ins uc o s, con en s, p ocesses, cu iculum, and o he pa s o he collabo a i e lea ning
aining, should be deli e ed in a way o maximize he lea ning s yle and i s e ec i eness
in e ms o ins uc o expe ise, esponsi eness, and p og am angibili y. The p og am
design should be suppo ed by an unde s anding o cu ing-edge echnology, especially
wi h p og ams ha a ge enginee s. I is also necessa y o design lea ning p og ams ha
a e ele an o p ac ical asks so ha collabo a i e expe iences can be sha ed in ac ual wo k
and collabo a ion skills can be p ac ically imp o ed.
The e o e, collabo a ion ools o me hodologies ha inco po a e cu ing-edge echnol-
ogy and ep esen enginee s’ job esponsibili ies well mus be applied. I is also possible
o ope a e a p og am whe e expe ienced employees p o ide men o ing and coaching o
newe employees o hose who need o imp o e hei collabo a ion skills; in his way,
hey can sha e hei ac ual collabo a ion expe iences and p ac ically imp o e he lea ne s’
collabo a ion skills. Fo example, i is necessa y o lay he ounda ion o he g ow h o
collabo a i e enginee s by combining echnical lea ning ela ed o p ocesses and equip-
men wi h sys ema ic lea ning on new p oduc de elopmen models om he beginning
o employmen . Mo eo e , conside ing he changes in manu ac u ing me hods and o ga-
niza ional sys ems o nex -gene a ion p oduc de elopmen and mass p oduc ion in he
digi al echnology e a, co po a ions can ede ine he oles and esponsibili ies o eams and
conside unning cus omized lea ning p og ams o enhance mu ual compe encies.
6.2. Resea ch Limi a ions and Fu u e Plans
This s udy has se e al limi a ions ha should be add essed in u u e esea ch. Fi s ,
his s udy was conduc ed among Ko ean co po a ions only. The e o e, he indings a e
speci ic o he Ko ean co po a e cul u e and en i onmen and may no be di ec ly ap-
plicable o co po a ions in o he coun ies o wi h o he cul u al backg ounds. Ko ean
co po a ions ha e a speci ic o ganiza ional cul u e and managemen s yle, and hese ac o s
may ha e in luenced he s udy’s esul s. Thus, u u e esea ch should expand he s udy
o include co po a ions om di e en coun ies and cul u al backg ounds o inc ease he
gene alizabili y o he indings.
Second, he collabo a i e lea ning se ice quali y a iable was de ined and analyzed
based on gene al se ice quali y componen s in his s udy. Howe e , o collabo a i e
lea ning aimed a skill de elopmen , unlike gene al lea ning, he e may be di e en ia ed
lea ning se ice quali y ac o s ha need o be conside ed. The e o e, in u u e esea ch, i
may be necessa y o de ine he lea ning quali y ac o o e lec he wo k cha ac e is ics
o echnologically ad anced co po a ions and he collabo a i e lea ning cha ac e is ics o
enginee s in ol ed in echnology de elopmen o in-dep h discussion o and esea ch in o
he lea ning quali ies speci ic o hese co po a ions.
Thi d, his s udy p ima ily used quan i a i e esea ch me hods o da a collec ion and
analysis. While his is use ul o s a is ically analyzing he ela ionship be ween a iables,
Adm. Sci. 2024,14, 317 19 o 22
i may no ully e lec he quali a i e aspec s o collabo a i e lea ning o enginee s o he
subjec i e expe iences o lea ne s. To be e unde s and he ac ual e ec i eness o collabo-
a i e lea ning and lea ne s’ expe iences in he p ocess, quali a i e esea ch may be needed
o explo e he speci ic expe iences and pe cep ions o lea ne s based on phenomenology o
g ounded heo y.
Au ho Con ibu ions: Concep ualiza ion, S.L. and B.K.; me hodology, S.L. and B.K.; so wa e, S.L.;
alida ion, S.L. and B.K.; o mal analysis, S.L.; in es iga ion, S.L.; esou ces, S.L.; da a cu a ion,
S.L.; w i ing—o iginal d a p epa a ion, S.L.; w i ing— e iew and edi ing, B.K.; isualiza ion, B.K.;
supe ision, B.K.; p ojec adminis a ion, B.K.; unding acquisi ion, S.L. All au ho s ha e ead and
ag eed o he published e sion o he manusc ip .
Funding: This pape is suppo ed by esea ch unding om aSSIST Uni e si y.
Ins i u ional Re iew Boa d S a emen : The s udy was conduc ed in acco dance wi h he Decla a ion
o Helsinki, and app o ed by he Resea ch E hics Commi ee o aSSIST Uni e si y (app o al code:
The S a is ics Ac No. 33, 34; app o al da e: 22 Augus 2024).
In o med Consen S a emen : In o med consen was ob ained om all subjec s in ol ed in he s udy.
Da a A ailabili y S a emen : Da a a e no publicly a ailable due o he p i acy o esponden s.
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
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