Business Driven Action Learning Research Articles

Tourism scene monitoring using mobile edge computing and business driven action learning

Tourism scene monitoring using mobile edge computing and business driven action learning

Tourism scene monitoring using mobile edge computing and business driven action learning

Tourism scene monitoring using mobile edge computing and business driven action learning

How to create an action learning environment that makes self and social awareness business-like

ABSTRACTPromoting open reflection and exploration on group dynamics is delicate work and is often considered ‘not very business-like’ in a business context. How to approach this work is a constant balance and struggle for action learning practitioners. In this account of practice, we present central elements in our action learning framework – Action Lab® – where the design builds on Business Driven Action Learning. We share core ideas and assumptions behind our action learning approach, which is informed by a systems psychodynamic understanding of groups. This account of practice aims at sharing and discussing ideas and distinctive work modes for creating double awareness – i.e. how to maintain a balanced awareness of task and process and how to increase self and social awareness – in a performance-driven business contexts.

An account of practice: employing drawings and stories to enable reflective learning

ABSTRACTFacilitating reflection for personal growth in a business context requires careful thought and planning. As a learning process, Business-Driven Action Learning (BDAL) has two points of focus. It aims to firstly identify and make recommendations regarding a business challenge, whist secondly facilitating potentially significant individual personal learning and growth. The research reported in this account of practice focused on personal learning by exploring the potential for individuals to experience transformative learning during a BDAL process. During the research I used a number of methods including hand-drawn images and in-depth interviews to enable the writing of interpretive stories. Findings revealed that participants found reflection during and after the BDAL beneficial. They gained insights into what they learnt, what changed since the BDAL experience and also what they still need to focus on. The findings have practical implications for the action learning facilitator of BDAL during management development programmes. One of the ways action learning facilitators can initiate the reflection process of new participants is to share the experience of previous participants. ‘Sandy’s interpretive story’, contained in this article, is such an example and includes hand-drawn images of her learning journey. I argue that the use of interpretative stories helps new participants understand programme challenges and stimulates their individual learning journey.

Business driven action learning: a powerful tool for building world-class entrepreneurial business leaders

Business driven action learning: a powerful tool for building world-class entrepreneurial business leaders

Knowledge management in the business driven action learning process

PurposeUnderstanding what is the role of knowledge management in the action learning process and especially which practices of KM fits with the different phases of the action learning process.Design/methodology/approachThis paper is qualitative: 22 firms were observed and three different types of data were collected.FindingsIt stresses that KM and especially knowledge networks are crucial for an action learning process. Also, it demonstrates that different knowledge management practices have different roles regarding to the phase of the process they are involved. This paper explains the need to understand the organizational context to ensure performing learning.Research limitation/implicationsThe main limit is the use of only qualitative research method on 22 multinationals. No questionnaires and the implication for SMEs is limited.Practical implicationsAcademics will be interested in knowledge transformations through this process and consultants will discover what relevant knowledge management strategies in each phase of the process.Originality/valueThe topics of action learning and knowledge management are crucial for today's companies but have never been studied in the same research.

Business-Driven Action Learning: Its Overview and Challenges

Business-Driven Action Learning: Its Overview and Challenges

Publications Received

Academy of Management ReviewVol. 25, No. 4 ArticlesPublications ReceivedPublished Online:1 Oct 2000https://doi.org/10.5465/amr.2000.19198660AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article lists publications received for review by the journal, including “Business Driven Action Learning: Global Best Practices,” edited by Yury Boshyk, “Catalytic Coaching: The End of the Performance Review,” by Garold L. Markle, and “Causality: Models, Reasoning, and Inference,” by Judea Pearl.FiguresReferencesRelatedDetails Vol. 25, No. 4 Permissions Metrics in the past 12 months History Published online 1 October 2000 Published in print 1 October 2000 Information© Academy of Management ReviewKeywordsBUSINESS literatureFINANCE literatureDownload PDF