Action learning and organizational learning: power, politics and emotion in organizations1
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DOI: 10.1080/1476733042000187628
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References listed on IDEAS
- Krystyna Weinstein, 2002. "Action Learning: The Classic Approach," Palgrave Macmillan Books, in: Yury Boshyk (ed.), Action Learning Worldwide, chapter 1, pages 3-18, Palgrave Macmillan.
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Cited by:
- Russ Vince, 2012. "The contradictions of impact: action learning and power in organizations," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 9(3), pages 209-218, August.
- George Boak, 2016. "Enabling team learning in healthcare," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 13(2), pages 101-117, July.
- Pauline Joyce & Paula Kinnarney, 2014. "Leading change as a professional: working across boundaries," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(2), pages 167-178, July.
- Aileen Corley & Ann Thorne, 2006. "Action learning: avoiding conflict or enabling action," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 3(01), pages 31-44.
- Mary Holmes, 2010. "Team Challenge and action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 7(2), pages 221-227, April.
- Mike Pedler & Bernhard Hauser & Ghislaine Caulat, 2014. "Reflections on working with virtual action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(1), pages 88-97, March.
- The Editors, 2006. "Book reviews," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 3(01), pages 107-122.
- Ian Lovegrove, 2014. "Ethics for managers: philosophical foundations and business realities," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(1), pages 113-118, March.
- Ulrike Burger & Kiran Trehan, 2018. "Action learning in East Africa: new encounters or impossible challenges?," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 15(2), pages 126-138, May.
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