Action learning was a comparative latecomer to the lexicon of management development techniques, gaining widespread acceptance only in the 1970s thanks to the work of Reg Revans. Reviews what we have since learned about the process, how it holds up against developments like the competence approach, and how Revans′ theories can be updated to apply in the business environment of the 1990s.
Industrial and Commercial Training – Emerald Publishing
Published: Sep 1, 1995
Keywords: Action learning; Business development; Competence framework; Management development
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