Purpose The purpose of this study is to contribute to an understanding of the way managers view informal learning's role in the organizational learning system. Methodology Content analysis of semi-structured interviews with eleven managers from Portuguese companies of diverse industries points to four streams of analysis: informal learning concept, antecedents, organizational supporting methods, and outcomes. Results The findings indicate that, more than a modality of training, informal learning is aprocess which shapes individual and group knowledge, through a combination of diversified tools and experiences. Results highlight that managers are aware of its importance and are giving way to disruptive pedagogical events in organizations to ensure that employees reflect on their own learning needs, access key organizational knowledge resources and rely onpeer-to-peer interaction to expand their knowledge. he findings also suggest that informal learning boosts communication and enhances individual motivation and engagement, positively contributing to organizational performance. Limitations Data are obtained from a relatively small sample and from an exploratory study. Research/Practical Implications Results highlight the role of informal learning in reshaping and complementing traditional formal training programs, as well as practical implications in fostering creativity and innovation in organizations. Originality/Value Regardless of recent advances in training technology and instructional design, there is very scarce research on the ways informal learning is perceived and used in organizations

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iinformal learning,training