Presents a case study of the International Management Centres (IMC), a private provider of management education and development programmes which are based on the principles of action learning and action research. Draws on rich data compiled from an evaluation of IMC′s action learning Diploma, MBA and PhD programmes which was conducted during 1992. Compares the findings, based on semi‐structured interviews with the stakeholders of the IMC MBA programmes, with the literature on adult learning, self‐directed learning, experiential learning and critical thinking. Documents and illustrates by examples that managers can successfully operationalize action learning and action research methodologies to bring about organizational, professional and personal development as well as productivity improvements. In conclusion, discusses the implications for traditional management education and development programmes.
Howell, F. (1994), "Action Learning and Action Research in Management Education and Development : A Case Study", The Learning Organization, Vol. 1 No. 2, pp. 15-22. https://doi.org/10.1108/09696479410060955Download as .RIS
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