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This monograph looks at the growing use of the outdoors for management development on both sides of the Atlantic. The author suggests the term “Outdoor Development” to describe a systematic use of outdoor activities which incorporate process reviews and the application of experiential learning methods.

Outdoor‐based experiential training has become a popular technique for training managers by directly involving them in the training process. Outdoor‐based programmes offer training in a fresh and motivating setting, tend to eliminate many of the role conflicts from the day‐to‐day work setting, and emphasize many of the interpersonal skills so important in today′s work setting. Unfortunately, the value of these programmes is often questioned by many trainers and managers. Do the skills learned in the outdoors actually transfer to the work setting, or do they simply work only in the outdoors? Presents a new addition to the outdoor training programme called virtual reality training. While not for all organizations, virtual reality training recreates the participant′s own work environment in a developmental setting, and helps to increase the transfer of training to the work setting. Presents actual examples of virtual reality programmes so the readers can evaluate the effectiveness of this type of training for their own organization.

The purpose of this paper is to examine the link between sustainability education and outdoor education and to encourage outdoor recreation educators to evaluate their programs with regard to sustainability and sustainable living.

This paper starts by presenting several factors that currently hinder the delivery of sustainability education in outdoor recreation training programs. It then turns to a presentation of Lefebvre's sustainability education framework, which offers a helpful structure for integrating sustainability education into outdoor recreation academic curricula.

Although there are programs that have successfully implemented sustainability training into their curricula, there are many factors that serve to hinder the education of outdoor recreation students in the philosophy and techniques of sustainability and sustainable living. No doubt these impediments pose critical challenges to those offering academic training programs. These challenges must be identified, met and overcome if the profession is to contribute, as it should, not only to local, national and global sustainable outdoor recreation, but also to sustainable living in general.

It is hoped that this paper will encourage educators of post‐secondary outdoor recreation to better equip their students to introduce and teach others with respect to sustainable living values and practices.

There appears to be widespread belief in training benefits which can be derived from the use of Outdoor Management Development (OMD) despite an apparent lack of valid and reliable research in this area. Problems with operationally defining OMD may have generated some of the confusions and controversy which are evident in the literature. An examination of a widely used model of evaluation suggests that it may be prone to contamination by potential sources of systematic bias. Consequently, results derived from this form of evaluation are difficult to verify. Potential users of OMD may need critically to evaluate the evidence used to support claimed outcomes before deciding to use this form of training. The only current way for practitioners to gain valid and reliable evidence about the outcomes of OMD training may be for them to conduct their own evaluations. Undertakes a wide review of the available literature, providing tables, which shows the general characteristics of the literature sample, and the most commonly cited outcomes.

This study examines the performance of 36 teams of MBA students (N=147) in an outdoor challenge training (OCT) initiative. Results indicate that teamwork attitudes collected before the OCT are positively associated with team support, potency, intentions to remain in the team, and team survival. However, team performance in the initiative was not related to any of the team viability constructs.

Teamwork is considered a fundamental element of organizational success in the 1990s. Presents a method of evaluating the effectiveness of an outdoor workshop as a tool to speed the development of study groups (called learning teams) in an MBA programme. Two three‐day residential outdoor workshops are evaluated that were conducted with two different MBA classes over consecutive years. The results presented indicate that such workshops can accelerate the development of teams. In addition, the evaluation methodology used is suggested as a significant contribution to the currently poor standard of measurement applied to such activities.

This study examined the leadership development of MBA students enrolled in an Organizational Behavior course. Students enrolled in either an in-class section or a section that included an intensive, outdoor training component called Leadership on the Edge. Results from Kouzes and Posner’s Leadership Practices Inventory (2003) showed that students in the outdoor training section demonstrated greater improvements in leadership practices over the course of the semester. Reflective comments from students in the outdoor section indicated it was a transformative personal experience that is unlikely to be emulated in a classroom. Implications for leadership educators are discussed.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The present research seeks to increase the resilience of the employees of a company dedicated to the harvesting of oranges to reduce stress levels and eating disorders in the work environment.

The mindfulness and outdoor training tools are used in order to become aware of personal purpose and role, accept situations and face daily conflicts. After the delivery of a designed mindfulness and outdoor training program of six (6) weeks, the results obtained after the application of the methodology are presented to a sample of 119 employees from the distribution sector and a control group that does not undergo to the program. Through a resilience questionnaire designed by the authors and the external evaluation of the higher command, it is analysed how it acts as a measurement model to obtain a report composed of 30 items. The evaluation questionnaire measures the general tendency to show low or high resilience and tolerance for frustration.

The results show that there are improvements in resilience capacity by 30%, with a higher level of significance in women than in men. In conclusion, resilience greatly influences business success.

Workers who have learned to take on new challenges and adapt to the new environment are more likely to lead work teams and promote in the organisation. It is detected that their technical training does not matter so much, but that their emotional intelligence (EI) has more impact, gaining greater confidence in themselves to adapt to uncertain environments.

Few models have been developed to help clients to make sense of the variety of outdoor development courses and processes now available to them. Suggests that a consideration of focus, risk, facilitation type and reality may help with the differentiation between programmes.