ISSN: 2222-6990
Open access
Learning in the banking sector increasingly occurs beyond formal training, particularly in response to crisis and rapid digitalisation. This study explores how bank managers engage in informal learning and how such learning contributes to the development of knowledge, skills and attitudes (KSA) and to double loop learning in a post Covid 19 context. Guided by informal learning and experiential learning theories and Argyris and Schön’s concept of double loop learning, the study adopted a qualitative phenomenological design. Data were collected through semi structured interviews and focus group discussions with 10 branch and head office managers from a large Malaysian bank, selected using purposive sampling. Thematic analysis identified three main themes: (1) informal learning beyond formal training, including learning through observation, work experience and self initiated exploration; (2) KSA development encompassing digital and banking knowledge, staff, work and communication management skills, and more reflective, flexible and open attitudes; and (3) the emergence of “constrained double loop learning” in which managers questioned and revised underlying assumptions about control, flexibility and performance within regulatory and organisational limits. The study proposes a contextualised model of managerial learning in a highly regulated service setting and offers implications for human resource development and leadership practice in the banking sector.
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