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In our last paper we gave consideration to some concepts of reality within the context of management learning events. Drawing upon the extant body of theory and our own observations from practice we developed working models which enable a greater understanding of reality as a dimension which has important implications for the design of management learning events and for the type of learning which ensues.

The need for management training, development and educational activities to be grounded in practical experience and real life situations has become a loud and frequently heard cry in current debate on how to improve the efficacy of such activities. Not the least vociferous in this rallying call have been, for example, proponents of what have come to be known as ‘Action Learning Programmes’. What is being echoed are comments, by the participants in managerial learning events, of the kind ‘… that sounds fine, but the reality is …’, ‘…in reality things just aren't like that…’,‘… playing with Lego bricks is fun … but what's it got to do with my job?…’,‘… but when I get back to the real world … ’, etc. Such statements reveal a feeling that, in entering a learning event, reality has somehow been left behind.

This paper is the final part of a trilogy focusing upon the reality dimensions in management learning event designs. In the first paper a number of models were developed which lend greater understanding to the design of reality into learning events and the implications for participants' subsequent learning. The second paper considered the application of these models to designs specifically aimed at producing high reality learning events. In all, six broad types of strategy were identified, each of which prescribed tactics leading to a perceived high reality for the learner. The focus upon high reality was in line with the authors' thinking that there needs to be a much stronger base in reality than that which is perceived in many management learning events currently mounted as part of management development activities in this country. Nevertheless, as discussed in the first paper, there are situations where low reality learning activities are appropriate.

Education and new technologies travel parallel pathways, with each often informing development of the other. In recent decades, educators have utilized technologies, such as television and the Internet, to develop and deliver course content. More recently, another technology has emerged that might possibly change education as it is currently practiced. Augmented reality merges manipulable digital imagery into real-world spaces and in real time. The technologies used to create augmented environments already exist in the mass market and have already begun to show up in a wide variety of fields, including education. This chapter will provide an overview of augmented reality and explore current and potential uses in higher education.

This study was based on situated learning, by combining mobile learning and augmented reality, so that students could not only access information content in a real environment but also obtain such information via augmented reality, to support mobile learning.

The research included development of an augmented reality system combined with situational learning, used by students to learn about campus plants as part of the college life technology curriculum. Students took part in mobile learning, and an investigation was conducted into the computer learning behaviour of notebook users. College students were used as the experimental subjects. Data were collected using questionnaire surveys and were evaluated in order to identify the behavioural intentions of learners in outdoor learning activities.

The questionnaire survey covered environmental interactivity, system quality and textbook content. It was found that learners who used mobile learning augmented reality (MLAR) generally managed to browse all the contents of the textbook at each learning location, without spending too much time looking for information, and learners could quickly integrate this into the learning situation. Learners who used MLAR had a strong motivation to study plants at the learning site because they wanted to use the augmented reality technology to observe virtual plant models. Learners who used MLAR in their field learning liked using augmented reality for further learning, for example, using a magic wand to interact with the technology.

This study adopted a new approach to deliver elements of the life technology curriculum, integrating augmented reality into mobile learning. All participating students gave positive reviews of six aspects of the proposed system: their behavioural intentions, cognitive usefulness, cognitive ease of use, environmental interactivity, system quality and textbook content.

This study aims to deepen understanding of the use of stereoscopic 3D technology (stereo3D) in facilitating organizational learning. The emergence of advanced virtual technologies, in particular to the stereo3D virtual reality, has fundamentally changed the ways in which organizations train their employees. However, in academic or professional studies, there is hitherto, very limited research has been found in understanding the framework of distributed organizational learning in stereo3D virtual reality.

The aim of this research is to investigate the employees’ learning achievement in both the conventional in-house training program and distributed organizational learning approach in a designed stereo3D virtual reality to deepen our understanding of this undiscovered framework. In all, 76 employees from local fashion and apparel organizations were recruited in this empirical study. The quasi-experimental method was adopted to compare the experimental and control groups. The criterion-referenced assessment scale was applied as a post-test to assess employees’ learning achievement in a customer service management training course. A tailor-made stereo3D virtual learning environment was established to conduct the virtual training program.

Surprisingly, the results of this research found no significant difference in both the groups, which indicates that, nowadays, the two completely different learning formats have become similar in organizational learning practices.

This research, therefore, suggests a new organizational learning framework with three components: a blended in-house training, a distributed enhancement program in stereo3D virtual reality and an organizational memory system.

This article sets down some thoughts on the teaching of educational administration. It delves briefly into three interrelated aspects which need to be considered by teachers of the subject: the learners and their stages of individual development, their tendency towards dependence, and their needs to master and belong; the setting, particularly such factors as assessment, the inclusion of students from different organizations, and group teaching; the content, specifically how different learning objectives might be met by different teaching approaches and whether reality is a unidimensional concept or always the most efficient approach in learning situations. It is concluded that only when we expect of ourselves what we expect of our students, that is, that performance comes to depend not only on intuitive skill or ‘art’ but also on explainable techniques and procedures, that we will transform a craft into a profession.

To support achieving sustainable development goals (SDGs), we integrated science, technology, engineering and math (STEM) and extended reality technologies into an artificial intelligence (AI) learning activity. We developed Feature City to facilitate students' learning of AI concepts. This study aimed to explore students' learning outcomes and behaviors when using Feature City.

Junior high school students were the subjects who used Feature City in an AI learning activity. The learning activity consisted of 90-min sessions once per week for five weeks. Before the learning activity, the teacher clarified the learning objectives and administered a pretest. The teacher then instructed the students on the features, supervised learning and unsupervised learning units. After the learning activity, the teacher conducted a posttest. We analyzed the students' prior knowledge and learning performance by evaluating their pretest and posttest results and observing their learning behaviors in the AI learning activity.

(1) Students used Feature City to learn AI concepts to improve their learning outcomes. (2) Female students learned more effectively with Feature City than male students. (3) Male students were more likely than female students to complete the learning tasks in Feature City the first time they used it.

Within SDGs, this study used STEM and extended reality technologies to develop Feature City to engage students in learning about AI. The study examined how much Feature City improved students' learning outcomes and explored the differences in their learning outcomes and behaviors. The results showed that students' use of Feature City helped to improve their learning outcomes. Female students achieved better learning outcomes than their male counterparts. Male students initially exhibited a behavioral pattern of seeking clarification and error analysis when learning AI education, more so than their female counterparts. The findings can help teachers adjust AI education appropriately to match the tutorial content with students' AI learning needs.

COVID-19, by all accounts, forced higher education to shift to distance delivery. As a result, faculty attempted to innovate and integrate new teaching methods as courses moved online. We utilized an online, virtual reality game to teach team decision-making as a function of leadership. In teams, learners worked cooperatively, making decisions and solving progressive parts of a mystery to advance through an escape room activity. Following the activity, learners independently completed a structured written reflection designed to guide them through the experiential learning cycle. Additionally, learners’ perceptions of the learning activity were measured using a short quantitative survey. Results were mixed, with learners indicating that the activity was engaging, but also suggesting that their team could have worked better in a less virtual immersive experience. Learners’ written reflections indicated they successfully applied their knowledge of decision-making during the activity, along with other teamwork and leadership competencies. Recommendations include providing more time to complete the escape room game and incorporating more robust team debriefing to support reflection and learning transference. Virtual reality may provide effective leadership learning experiences, particularly for groups of learners who are geographically dispersed or participating in online education.

The purpose of this paper is to examine the expectations of human resource management professionals as they relate to reality‐based learning experiences that can shape college graduates' education. Computer‐based simulations can provide a strong opportunity for learning‐by‐doing, so it would be important to understand what skill sets should be targeted for these.

A survey was used for the research question: what work‐related skill sets will human resource management (HRM) professionals value in recent college graduates who are starting in entry‐level HRM positions? The respondents were from the Society of Human Resource Management (SHRM).

The respondents targeted specific skill sets that they value, and the data provided can now be applied in creating reality‐based learning opportunities using educational simulations in an online environment.

The potential for future research includes the opportunity to collect data on student use of educational simulations that focus on providing the subject HRM skill sets in this paper.

The implications for pedagogy include the use of educational simulations that target the reinforcement of specific HRM skill sets that have been identified. These can provide college students with a unique opportunity for praxis.

This paper examines the underlying value of reality‐based learning and how the use of educational simulations can add value in praxis. Additionally, it identifies several HRM skill sets for recent college graduates seeking to enter the HRM field. This paper will be of value to university educators, curriculum management professionals, university administrators, and university technology management professionals.