The contribution of execution and workplace interaction to problem-based learning

Abstract

Problem-based learning (PBL) has been used in business education for roughly two decades, based on the premise that solving unstructured problems provides a better vehicle for managerial learning than traditional lectures. Despite its popularity, critics argue that PBL still does not deliver a realistic managerial experience to students. While PBL introduces the kind of unstructured problems managers encounter in professional practice, it ignores two other essential aspects of management practice: execution of the solutions in real life and close contact with the intricacies of the work environment. Drawing on the case of a bachelor programme that has been incorporating these three elements (unstructured problems, close organisational interaction and execution) into its curriculum over the course of one decade, this study investigates how these adaptions to the original PBL design contribute to PBL's authenticity as a managerial learning experience. Qualitative data obtained from students, alumni, lecturers and partner companies shows that unstructured problems combined with close organisational interaction and execution allow students to: think more strategically, increase students' confidence, fosters self-efficacy, and offer students a clearer professional identity, orienting future career choices. The implications for PBL theory and practice are discussed.