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The purpose of this paper is to introduce a conceptual framework for work-applied learning (WAL) that fosters the development of managers and other professionals as…
The purpose of this paper is to introduce a conceptual framework for work-applied learning (WAL) that fosters the development of managers and other professionals as lifelong learners and practitioner researchers – through reflective practice, action research, action learning and action leadership, for positive organisational change.
The theoretical framework is designed from a holistic, affective-socio-cognitive approach to learning, teaching, research and development. It is based on a phenomenological research paradigm and informed by aspects of various theories, including experiential learning theory, strengths-based theory, grounded theory and critical theory/realism.
Based on classical and recent literature and the authors’ extensive experience, the WAL model presented here is an effective and practical approach to management education, research and development. It is useful for present and future requirements of business, industry, government and society at large in this twenty-first century, and in pursuit of a world of equality, social justice, sustainable development and quality of life for all. This is because of the nature of the research paradigm, particularly its collaborative and emancipatory processes.
This paper provides a theoretical, pedagogical and methodological rationalisation for WAL. This model is particularly useful for developing individual, team and organisational learning and for cultivating managers – or professional learners generally – as practitioner researchers. These researchers may act as role models of collaborative action leadership in their organisations with a cascading effect. This paper therefore advances an incipient literature on practitioner researchers as action leaders.
This paper is an edited version of an interview that presents information and insight into the background of ALARPM (action learning, action research and process…
This paper is an edited version of an interview that presents information and insight into the background of ALARPM (action learning, action research and process management) not only as a field but also as a worldwide network association, thus facilitating understanding of the evolution and nature of these three concepts. The interviewee’s responses reflect her personal perspective, informed by both life experience and a theoretical framework that conceives of ALARPM first as a philosophy, a theory of learning and a methodology, and second as a method and technique.
This paper reviews the concept of action learning with reference to the classic texts by Reg Revans and texts that are likely to become classics, such as recent studies from the UK, Germany, Austria, South Africa, Australia, North America and Latin America. Action learning is now an international field and this paper draws widely from this field. The paper focuses on defining the concept of action learning and revealing its underlying philosophical assumptions. The terminology, features and success factors of an action learning program are also considered.
Presents a conceptual framework for process management of groups involved in action learning and action research. Discusses propositional, practical and experiential…
Presents a conceptual framework for process management of groups involved in action learning and action research. Discusses propositional, practical and experiential learning; and the concept of meta‐learning (learning to learn) in relation to the “learning organisation”. Presents a model of process management that concerns people and process, with implications for research in industry, government and higher education.
Action research has been recognised for its breadth as a field of research practice and its depth as a discourse of theoretical insight. It does not have one neat, widely…
Action research has been recognised for its breadth as a field of research practice and its depth as a discourse of theoretical insight. It does not have one neat, widely accepted definition. Points to some reasons for the difficulty of formulating a generally accepted definition of action research, and argues why action research should not be confined but should be both clarified for communication and open for development. The discussion stems from a working definition developed with participants in an international symposium that serves as a classic definition of action research. Presents several alternative approaches to resolution and argues for a judicious mix of pragmatism and flexibility in approaching the definition issue.