A review of action learning literature 1994‐2000: Part 2 – signposts into the literature

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

[1]  A learning organization’s syllabus , 1996 .

[2]  Learn to ask the right questions , 1998 .

[3]  P. Donnison.  OMD put to the test , 1995 .

[4]  J. Liedtka,et al.  Creating a significant and sustainable executive education experience: A case study , 1999 .

[5]  R. Teare,et al.  Building and sustaining a learning organization , 1998 .

[6]  Joseph A. Raelin,et al.  A Model of Work-Based Learning , 1997 .

[7]  Richard Dealtry.  Engendering Corporate Scholarship: For Top Level Management Performance , 1997, J. Knowl. Manag..

[8]  Paradoxes of Management Development--Trends and Tensions. , 1997 .

[10]  Andrew Sheridan May.  Developing management competencies for fast‐changing organisations , 1999 .

[11]  H. Schaafsma.  A networking model of change for middle managers , 1997 .

[12]  Gordon Wills,et al.  Leading Courageous Managers On , 1994 .

[13]  Richard L. Bunning,et al.  A manufacturing organization action learning programme that has paid bottom‐line profits , 1997 .

[14]  V. Marsick,et al.  The Many Faces of Action Learning , 1999 .

[15]  J. Peters,et al.  Action learning and the leadership development challenge , 1998 .

[16]  Karen E. Watkins.  Changing managers′ defensive reasoning about work/family conflicts , 1995 .

[17]  C. Oliver,et al.  Measuring the ROI from management action learning , 1996 .

[18]  Action learning: a “highbrow smash and grab” activity? , 1999 .

[19]  Louise Keys.  Action Learning: Executive Development of Choice for the 1990s , 1994 .

[20]  L. C. Koo.  Learning Action Learning , 1999 .

[21]  Gordon Wills.  Embracing electronic publishing , 1995 .

[22]  Craig Johnson.  The essential principles of action learning , 1998 .

[23]  J. Raelin,et al.  The Design of the Action Project in Work-Based Learning , 1999 .

[24]  John Peters,et al.  Design and Evaluation of an Action Learning Program--A Bilateral View. , 1999 .

[25]  J. Peters,et al.  Developing high‐ potential staff ‐ an action learning approach , 1996 .

[26]  Alan Mumford,et al.  Learning in action , 1995 .

[27]  Joseph A. Raelin,et al.  Work‐based learning in practice , 1998 .

[28]  R. Teare,et al.  Developing a curriculum for organizational learning , 1998 .

[29]  Joseph A. Raelin,et al.  Individual and Situational Precursors of Successful Action Learning , 1997 .

[30]  G. Wills,et al.  Designing a quality action learning process for managers , 1997 .

[31]  P. Frost,et al.  Experiencing action learning , 1996 .

[32]  J. Enderby,et al.  Action Learning Groups as the Foundation for Cultural Change , 1994 .

[33]  The Live Case Method of Creating the Learning Organization , 1994 .

[34]  O. Zuber-Skerritt.  Developing a learning organization through management education by action learning , 1995 .

[35]  R. Teare.  Modelling the virtual university , 2000 .

[37]  R. Teare.  Implementing virtual support for workplace learning , 1998 .