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  • Search: isPartOf:"Action Learning: Research and Practice"
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Subject
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Action learning 3 Practice 2 Action research 1 Action science 1 Coaching 1 Collective leadership 1 Critical reflection 1 Dialogue 1 Experiential education 1 Facilitation 1 Leadership 1 Leadership development 1 Learning 1 Organizational change 1 Readiness 1 Tacit knowledge 1
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Online availability
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Undetermined 281 Free 3
Type of publication
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Article 284
Type of publication (narrower categories)
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Article 3
Language
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Undetermined 281 English 3
Author
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Pedler, Mike 26 Coghlan, David 23 Rigg, Clare 21 Trehan, Kiran 21 Brook, Cheryl 9 Gold, Jeff 8 Aspinwall, Kath 7 Bourner, Tom 5 Edmonstone, John 5 Holmes, Mary 5 Breen, Judith 4 Coughlan, Paul 4 Donnenberg, Otmar 4 Lawless, Aileen 4 Cho, Yonjoo 3 Clark, Elaine 3 Hauser, Bernhard 3 Loo, Ivo De 3 Lovegrove, Ian 3 Oliver, John 3 Raelin, Joseph A. 3 Ram, Monder 3 Vince, Russ 3 Abbott, Christine 2 Anderson, Lisa 2 Blantern, Chris 2 Bong, Hyeon-Cheol 2 Briault, Steve 2 Burgoyne, John 2 Calver, Julia 2 Chesterman, Danny 2 Conklin, James 2 Harvey, Brendon 2 Johnson, Craig 2 Joyce, Pauline 2 Kellie, Jean 2 Krijnen, Ad 2 Marquardt, Michael J. 2 Mccormack, Brendan 2 Milsom, Brian 2
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Action Learning: Research and Practice 284
Source
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RePEc 281 EconStor 3
Showing 151 - 160 of 284
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Learning and talent development
Williams, Sue - In: Action Learning: Research and Practice 8 (2011) 3, pp. 283-285
Persistent link: https://www.econbiz.de/10010621473
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Editorial
Rigg, Clare; Coghlan, David - In: Action Learning: Research and Practice 8 (2011) 1, pp. 41-41
Persistent link: https://www.econbiz.de/10010621477
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Action learning drives the Emerald Academy
Nalborczyk, Sarah; Sandelands, Luke - In: Action Learning: Research and Practice 9 (2011) 1, pp. 51-61
This account examines the action learning process adopted by Emerald Group Publishing Ltd., embedded in the organization through the in-company Emerald Academy. In case study format, the paper emphasizes that in order to align learning with organizational objectives joined up thinking and...
Persistent link: https://www.econbiz.de/10010621478
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A manager's guide to leadership
Peters, Kai - In: Action Learning: Research and Practice 8 (2011) 2, pp. 178-180
Persistent link: https://www.econbiz.de/10010621489
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The role of the NHS in the development of Revans' action learning: correspondence and contradiction in action learning development and practice
Brook, Cheryl - In: Action Learning: Research and Practice 7 (2010) 2, pp. 181-192
In adapting Bowles' and Gintis's correspondence principle of education, this paper suggests that there are ways in which the theory and practice of action learning developed <italic>in correspondence</italic> with the NHS. In doing so, the paper draws, in part, upon an historical assessment of Revans' Hospital...
Persistent link: https://www.econbiz.de/10010973674
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Learning in the wild
Conklin, James - In: Action Learning: Research and Practice 7 (2010) 2, pp. 151-166
This paper argues that learning is a natural social process that leads to the construction of meaning, which involves the creation of experiences of coherence, purpose, identity and competence. Learning that yields a coherent social context, a worthy or compelling purpose, a strong, integrated...
Persistent link: https://www.econbiz.de/10010973695
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The evidence for the effectiveness of action learning
Leonard, H. Skipton; Marquardt, Michael J. - In: Action Learning: Research and Practice 7 (2010) 2, pp. 121-136
For the past 50 years, organizations and individuals around the world have reported success in their use of action learning programs to solve problems, develop leaders, build teams and transform their corporate cultures. However, very little rigorous research has been conducted to determine the...
Persistent link: https://www.econbiz.de/10010973699
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Identifying balanced action learning: cases of South Korean practices
Cho, Yonjoo; Bong, Hyeon-Cheol - In: Action Learning: Research and Practice 7 (2010) 2, pp. 137-150
Despite considerable commitment to the application of action learning as leadership and organization development by a large number of Korean organizations, few identified empirical studies of action learning practices have been reported. The purpose of this study was to conduct case studies of...
Persistent link: https://www.econbiz.de/10010621309
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Team Challenge and action learning
Holmes, Mary - In: Action Learning: Research and Practice 7 (2010) 2, pp. 221-227
This article describes how action learning can be accompanied by a project to encourage shared learning about organisation culture, the external environment, political context and team dynamics, while allowing space for personal issues. It drives forward reflective practice and encourages sets...
Persistent link: https://www.econbiz.de/10010621313
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Women reaching women: change in action -- using action learning to help address seemingly intractable and large scale social issues
Langley, Dawn; Watts, Richard - In: Action Learning: Research and Practice 7 (2010) 2, pp. 207-211
In 2008, 28 women from the Women's Institute volunteered to join us in a project exploring the issue of world poverty and gender inequality, specifically highlighting the disproportionate effects of climate change on women. Collectively we were asking a big question about how we as individuals,...
Persistent link: https://www.econbiz.de/10010621315
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