Critical action learning, policy learning and small firms: An inquiry

2010 ◽  
Vol 41 (4) ◽  
pp. 415-428 ◽  
Author(s):  
Monder Ram ◽  
Kiran Trehan
Keyword(s):  
Small Firms ◽  
Action Learning ◽  
Policy Learning ◽  
Critical Action

Critical action learning – rituals and reflective spaces

2016 ◽  
Vol 13 (1) ◽  
pp. 60-68
Author(s):  
Pamela Heneberry ◽  
Arthur Turner
Keyword(s):  
Action Learning ◽  
Critical Action

scholarly journals Cultural politics and the role of the action learning facilitator: Analysing the negotiation of critical action learning in the Pakistani MBA through a Bourdieusian lens

2018 ◽  
Vol 49 (1) ◽  
pp. 69-85 ◽  
Author(s):  
Farooq Mughal ◽  
Caroline Gatrell ◽  
Valerie Stead
Keyword(s):  
Action Learning ◽  
Critical Role ◽  
Cultural Perspective ◽  
Group Relations ◽  
Critical Action ◽  
Culturally Influenced ◽  
Critical Interpretation ◽  
Learning Sets ◽  
Asymmetric Relationships

This empirical study contributes to critical action learning research by theorizing the role of an action learning facilitator from a cultural perspective. Our article adds to critical action learning by conceptualizing the dynamics of facilitation in managing interpersonal politics within action learning sets. Employing Bourdieu’s notion of habitus as a theoretical lens, we explore both participant and facilitator accounts of action learning at three Pakistani business schools, shedding light on the culturally influenced social practices that shape their learning interactions. Through a critical interpretation of our data, we illuminate the challenges of facilitation by revealing how deeply ingrained power relations, within the context of gender and asymmetric relationships, influence participants’ ability to organize reflection. We contribute to critical action learning by theorizing the critical role of facilitator mediation in managing interpersonal and intra-group relations within the Pakistani MBA context, outlining the implications for the dynamics and facilitation of action learning.

Collaborative e-Learning and ICT Tools to Develop SME Managers

2010 ◽  
Vol 1 (3) ◽  
pp. 71-82 ◽  
Author(s):  
Genoveffa Jeni Giambona ◽  
David W. Birchall
Keyword(s):  
Collaborative Learning ◽  
Small Firms ◽  
New Technologies ◽  
Action Learning ◽  
Administrative Staff ◽  
Contextual Influences ◽  
Face To Face ◽  
New Learning ◽  
E Learning ◽  
Ict Tools

Small and medium-sized enterprises (SMEs) create a dynamic and successful European economy. Existing skill deficiencies in sales, management and administrative staff are adversely affecting competitiveness in almost a third of those small firms surveyed (Bolden, 2001, 2007). Additionally, attending face-to-face and classroom-based development courses is problematic for time-poor SME managers. Thanks to the development of new technologies online learning is becoming commonplace due to wireless and mobile devices, together with the Internet boom, are providing the infrastructure necessary to support the development of new learning forms. Collaborative learning, especially as represented by an action learning approach, would seem ideal for SME managers. But can collaborative learning be adopted as a blanket approach in the case of SME managers? Or should one first take into account the contextual influences on learning, networking and collaboration?

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