1 Copyright © 2013, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 1 DOI: 10.4018/978-1-4666-3655-2.ch001 INTRODUCTION Informal learning is a kind of kind occurring in a random context. It can be seen everywhere in the workplace where learners can obtain work- related resources at any time. In an organization, employees rarely have the time to participate in formal learning; even if it is e-learning, informal learning usually takes a very short time. It is not expensive because it does not need to hire teach- ers, provide catering and employees do not need to leave their post. Moreover, the information facilities in an organization provide technical support for the implementation of informal learn- ing in fact, communities of practice, e-Coaching, BBS based on the organizational network facility informal learning. From the perspective of the individual learner, informal learning essentially emphasizes a per- sonalized, random learning philosophy. Learning is no longer a single, fixed form of organizational behavior but the growth process of self-realization and self-pursuit of learners (Yuan & Xu, 2009). This learning concept deviates from the traditional Jingyuan Zhao University of Québec at Montréal, Canada Patricia Ordóñez de Pablos Universidad de Oviedo, Spain Robert Tennyson University of Minnesota, USA Managing Informal Learning in Workplaces: The Practice of China ABSTRACT There has been increasing interest in informal learning in recent years and interest in managing infor- mal learning, especially in workplaces. This study selects sample companies and surveys in informal learning in work environments and presents the current situation and problems of informal learning in workplaces. The study establishes the mode of informal learning in the work environment and develops the conceptual framework of managing informal learning. This is done based on the theories of knowl- edge management and social constructionism.