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Management education and management development Widening participation or narrowing agenda?

Management education and management development Widening participation or narrowing agenda? The domains of management education and management development have remained relatively distinct. Recent trends suggest a blurring of the boundaries of these worlds. There is a growing corporate confidence that in‐company provision has equivalent, even superior, claims to relevant knowledge and warrant academic recognition. This paper looks at the significance and implications of these developments. Research is based on two local authority case study organisations. The methodology is qualitative in orientation and based on in‐depth interviews and discussions with human resource practitioners and university delivery teams. In both case studies programme participants as well as project leaders articulated different reasons for the importance of “work place relevance” and usefulness of the programme. This paper seeks to address the findings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

Management education and management development Widening participation or narrowing agenda?

Journal of European Industrial Training , Volume 28 (8/9): 13 – Oct 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0590
DOI
10.1108/03090590410566598
Publisher site
See Article on Publisher Site

Abstract

The domains of management education and management development have remained relatively distinct. Recent trends suggest a blurring of the boundaries of these worlds. There is a growing corporate confidence that in‐company provision has equivalent, even superior, claims to relevant knowledge and warrant academic recognition. This paper looks at the significance and implications of these developments. Research is based on two local authority case study organisations. The methodology is qualitative in orientation and based on in‐depth interviews and discussions with human resource practitioners and university delivery teams. In both case studies programme participants as well as project leaders articulated different reasons for the importance of “work place relevance” and usefulness of the programme. This paper seeks to address the findings.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Oct 1, 2004

Keywords: Management development; Professional education; Human resource development; Learning organizations; Curricula

References

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