A case study of action learning in an MBA programme

Citation

Johnson, C. (2006), "A case study of action learning in an MBA programme", Development and Learning in Organizations, Vol. 20 No. 6. https://doi.org/10.1108/dlo.2006.08120fad.007

A case study of action learning in an MBA programme

A case study of action learning in an MBA programme

Johnson C., Spicer D.P.Education + Training, 2006, Vol. 48 No. 1, Start page: 39, No. of pages: 16

Purpose – to describe an MBA programme where the approach to study is informed and driven by action learning. Design methodology/approach – the nature, ethos, and theoretical foundations of this degree are described. Action learning principles are outlined, the design of the course is described and its contribution to participants and their organizations considered. Findings – the effectiveness of an action learning approach in management education is demonstrated through consideration of the programme, the nature of the learning experience it entails, students’ experiences and their uptake of learning, examples of which are discussed in the paper. Research limitations/implications – shows how a programme can be formulated with action learning at its core and some of the implications of doing so. It also discusses the impact that action learning has on the effectiveness of participants in the workplace. Originality/value – action learning has long been a recognized mechanism for ensuring deep and effective learning but take-up of an action learning approach in formal management education has been slow. Offers a unique example of how this can be integral to a course and lead individuals to develop new managerial mindsets.ISSN: 0040-0912Reference: 35AF078

Keywords: Action learning, Experiential learning, Management development, Master of business administration