Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Part I: Making Sense of Management Learning
The different approaches to describing the field, which were summarized in the Introduction, reflect the growing interest in understanding management learning as an emergent area of inquiry and practice. In different ways these descriptions take account of location (educational institutions, the workplace, staff colleges); research directions and methodologies; ideas, concepts and theoretical frameworks that have been newly developed or incorporated from parent disciplines; and the processes and procedures which characterize practice within the different sites (accreditation, membership of professional networks, associations).
Description raises further questions. What do the differentiations into sites, methods or theoretical perspectives signify, educationally and socially? What principles and interests are implied in distinctions of practice or concealed within conceptual selectivity? Are particular choices ...