Impact and scholarship: unlearning and practising to co-create actionable knowledge

Citation

Antonacopoulou, E.P. (2010), "Impact and scholarship: unlearning and practising to co-create actionable knowledge", Development and Learning in Organizations, Vol. 24 No. 2. https://doi.org/10.1108/dlo.2010.08124bad.001

Impact and scholarship: unlearning and practising to co-create actionable knowledge

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 2

Antonacopoulou E.P.Management LearningSeptember 2009Vol. 40 No 4Start page: 421No. of pages: 10

Purpose – Underlines the importance of management scholarship having a impact on management practice and looks at how this can be achieved. Design/methodology/approach – Reviews the nature of practice and how it relates to scholarship though the process of unlearning (defining unlearning as a mode of learning that involves asking different questions built on the feedback loops which are present within organizational learning). Reviews how management and organizational learning scholarship can support this process, also discussing the role of the journal, Management Learning in publishing this scholarship.Article type: ViewpointISSN: 1350-5076Reference: 38AX831

Keywords: Management development, Organizational learning, Research methods