Suggests that the need to cope with rapid change and global competition has revolutionized the practice of management within most major corporations. Reports on a ten‐year study of global trends in the field, which shows how practices in executive development have evolved to keep pace with...

Takes as its starting‐point the need for new ways of approaching management development. Introduces the competence‐based model promoted by the Management Charter Initiative and outlines a conceptual framework for conceiving the value of qualifications. Distinguishes and explores otions of...

The development of human capital is critical for firms to gain competitive advantage. However, short‐term, risk‐averse managerial behaviour often produces lower investments in the development of human capital. Short‐term risk‐averse managerial behaviour is often the result of managerial...

Compared with other methods of instruction, whether in management training programmes or in university courses, simulation gaming is relatively new. Readings, lectures, cases, role playing and other instructional techniques were in use long before the appearance of business games. Though recent...

Proposes a framework for gaining a greater understanding of all types of managerial learning, which builds on Bateson′s notion of levels of learning, which provides an ideal context in which to position the range of views expressed by the management tutors. Reveals that their assumptions and...