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Strategic Management Development: Using Experiential Learning Theory to Assess and Develop Managerial Competencies

David Kolb (Case Western Reserve University)
Stuart Lublin (Case Western Reserve University)
Juliann Spoth (Case Western Reserve University)
Richard Baker (Richard J. Baker and Company)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 March 1986



Management of change and uncertainty requires that increasingly sophisticated and highly differentiated specialised knowledge be brought to bear on organisational problems and that their specialised viewpoints be integrated into effective solutions to these problems. Integrative learning requires a re‐examination of the role of teachers or trainers. Their role must be to manage the process of learning to facilitate adult learners in the process of learning from their own experiences in life. Communication that shares abstract ideas and personal feelings about them in a spirit of professionalism, mutuality and co‐enquiry is a means to this integration. Integrative learning suggests an open system, networking approach to the management of knowledge and learning resource acquisition. A key function of strategic management development at the integrative level is to provide managers with access to knowledge and relationship networks that can help them become life‐long learners and cope with the issues on their continually changing agendas. The establishment of links between business and higher education will increase the effectiveness of both and allow managers and academics to teach and learn from one another.



Kolb, D., Lublin, S., Spoth, J. and Baker, R. (1986), "Strategic Management Development: Using Experiential Learning Theory to Assess and Develop Managerial Competencies", Journal of Management Development, Vol. 5 No. 3, pp. 13-24.




Copyright © 1986, MCB UP Limited

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