Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/rogue-learning-on-the-company-reservation-7Hue0eG55f
References (12)
-
G. Wills (1992)
Enabling Managerial Growth and Ownership SuccessionManagement Decision, 30
-
K. Weinstein
Action Learning: A Journey in Discovery and Development -
P. Critten (1993)
Investing in People: towards corporate capability -
L. Gore, K. Toledano, G. Wills (1994)
Leading Courageous Managers OnEmpowerment in Organizations, 2
-
T. Reeves (1994)
Managing Effectively: Developing Yourself Through Experience -
P. Senge (1991)
The fifth discipline : the art and practice of the learning organization/ Peter M. Senge -
James Espey, P. Batchelor (1987)
Management by Degrees: A Case Study in Management DevelopmentJournal of Management Development, 6
-
T. Burns, G. Stalker (1961)
The management of innovation -
P.M. Senge
The Fifth Discipline: The Art and Practice of the Learning Organization -
G. Wills
Your Enterprise School of Management: A Proposition and Action Lines -
David Banner, T. Gagné (1994)
Designing Effective Organizations: Traditional and Transformational Views -
G. Wills
Enabling managerial growth and succession
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 1996 MCB UP Ltd. All rights reserved.
- ISSN
- 0969-6474
- DOI
- 10.1108/09696479610113774
- Publisher site
- See Article on Publisher Site
Abstract
Compares two companies’ use of action learning, one primarily for individual staff development, the other for staff development and business objectives. In the second, action learning’s questioning, problem‐solving ethos had pervaded corporate life. This innovative culture was substantially driven by top management, but this was not a free licence for staff to innovate, and learners’ initiatives were restrained within implicit boundaries. The research, covering all levels, was conducted by interviews and group discussions. Recommendations to amplify individual learning for corporate impact include: develop staff to bring about change; cultivate a receptive culture; allow time; tolerate some subversiveness; and prevent bounds to autonomy from inhibiting initiative.
Journal
The Learning Organization – Emerald Publishing
Published: May 1, 1996
Keywords: Action learning; Corporate culture; Management development