As part of the trend towards blended learning, the Open University of Shell International Exploration and Production is shifting from predefined content-based learning to activity-based learning grounded in learners' actual workplace problems. This article acts as a case study by describing key design principles adopted by the organization and also describes how the shift addressed courses that served multinational participants. Data are provided on the learning activities in thirty-seven courses redesigned in 2002 (covering nearly 300 separate learning activities). The article concludes with some comments on work that still needs to be done as well as key implications for practitioners in other organizations.
- Blended learning
- Work-based learning activities
- Corporate learning