Abstract
In this paper I explore how different communication processes around two management development programs contribute to establish different forms of relevance for management practice. Understanding the MDP and the organization through a communication-based perspective enables us to elucidate the social complexity between the MDP and the organization and understand more about the relevance of management development programs for managerial practice. Drawing upon two ethnographically informed empirical cases of top-management development programs in decentralized organizations their interpretation from a communication-theoretical perspective enables a new understanding of the controversial discussion on MDP´s relevance, their relation for organizational development and the enabling and limiting elements for the ‘transfer’ into organizational practice.
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