Table 1. The starting points and... | Emerald Publishing

Table 1.

The starting points and presuppositions of OL processes

Reduced expression formed from the quote	Sub-category (data-based)	Main category (theory-based)		Presuppositions
A challenge at work initiates an idea and a process, which includes involving the group, planning and implementing it together	Problem-based	Employee-oriented	OL	Leadership and roles Practices and resources Collaboration and climate Motivation and activity
Activity that burdens and hinders work is replaced by a system that is clear and efficient for everyone to use	Problem-based
One learns from colleagues in various unplanned situations and one person teaches the subject again to another	Situation-specific
Development of special expertise through rare patient cases in a small group	Situation-specific
The employee’s desire and interest in learning results in the establishment of a small group	Interest-based
One’s own project that is finally modified with colleagues	Interest-based
Learning about the work and ways of the organization through formal practices	Achieving the organization’s expected skill level	Organization-oriented
An existing procedure that is developed in the organization annually (continuously within the framework of a certain meeting)	Pursuit of continuous development
Developers bring new things that employees should start implementing	Pursuit of continuous development
Learning how to use new equipment through training or guidance	Organization’s specific development need
Implementation of the new system through training and support as a routine	Organization’s specific development need

Reduced expression formed from the quote	Sub-category (data-based)	Main category (theory-based)		Presuppositions
A challenge at work initiates an idea and a process, which includes involving the group, planning and implementing it together	Problem-based	Employee-oriented	OL	Leadership and rolesPractices and resourcesCollaboration and climateMotivation and activity
Activity that burdens and hinders work is replaced by a system that is clear and efficient for everyone to use	Problem-based
One learns from colleagues in various unplanned situations and one person teaches the subject again to another	Situation-specific
Development of special expertise through rare patient cases in a small group	Situation-specific
The employee’s desire and interest in learning results in the establishment of a small group	Interest-based
One’s own project that is finally modified with colleagues	Interest-based
Learning about the work and ways of the organization through formal practices	Achieving the organization’s expected skill level	Organization-oriented
An existing procedure that is developed in the organization annually (continuously within the framework of a certain meeting)	Pursuit of continuous development
Developers bring new things that employees should start implementing	Pursuit of continuous development
Learning how to use new equipment through training or guidance	Organization’s specific development need
Implementation of the new system through training and support as a routine	Organization’s specific development need

Source: Authors’ own, based on the findings of the current study