A State-of-the-Art Review on Action Learning Theory and Models for Organizational Development

Abstract

Action learning may be defined as a process supported by a collection of individuals that inductee imaginative resolutions to handle multiple difficulties. Action learning is an effective strategy to develop the management skills for organizations or indiviuals. It measures mainly team strategies in solving real life problem and supports the team building within an organization or company. Many effective organizations utilize action learning to understand workforce progress and development. The purpose of this article was to present a systematic and state of the art review of literature about action learning theory and models used for organizational development. A total 29 articles were selected from various data based by introducing the inclusion and exclusion criteria. The review of literature indicated that application of action learning theory improves the capacity building, self-efficacy and performance of the organizations. The review of literature also showed that by following action learning theory, an organization developed and progress rapidly. Some action learning models, principles, their limitations and outcomes are also discussed in this article. To strengthen the review results of development of organizations, a number of case studies were also presented in this review article to provide the evidences of action learning theory to improve the efficiency of organizations