This research presents a study of how the transfer and application processes of an action learning management development programme can contribute to the field of organization learning. The qualitative nature of this study replaces positivist criteria of external and internal validity with a consideration of issues of meaning, trust and authenticity. An emerging research strategy evolves from an intended rational evaluation study through a study of group dynamics to a conclusion immersed in ethnographic influences. Reviewing the literature on management development, with particular reference to action learning, the need is highlighted for a critical theory involving self-development, questioning organization assumptions and a consideration of political and power realities.

Данное издание не является оригинальным. Книга печатается по технологии принт-он-деманд после получения заказа.