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Creating a significant and sustainable executive education experience
13 references·8 citing·35 second hop
Creating a significant and sustainable executive education experience (1999)Creating a significant and sustainable ex…Teaching Smart People How to Learn (2000)Teaching Smart People How to …Action learning and action science: Are they different? (1997)Action learning and action sc…The evaluation of training activities: A complex issue involving different stakes (1996)The evaluation of training ac…Levels of evaluation: Kirkpatrick, Kaufman and Keller, and Beyond (1996)Levels of evaluation: Kirkpat…Organizational transformation and renewal (1995)Organizational transformation…Education for leading-learning (1993)Education for leading-learningLearning to Lead (1992)Learning to LeadDetermining a Strategy for Evaluating Training: Operating within Organizational Constraints (1992)Determining a Strategy for Ev…A Learning Alliance between Business and Business Schools: Executive Education as a Platform for Partnership (1992)A Learning Alliance between B…Improving Management Development Through Relapse Prevention Strategies (1986)Improving Management Developm…Mail and Telephone Surveys: The Total Design Method. (1982)Mail and Telephone Surveys: T…Techniques for Evaluating Training Programs (1975)Techniques for Evaluating Tra…Developing Effective Managers (1971)Developing Effective ManagersThe impact of a dual-project action learning program: a case of a large IT manufacturing company in South Korea (2012)The impact of a dual-project …The correlates and influences of career-related continuous learning: Implications for management professionals (2010)The correlates and influences…Does a "blended" programme of development and coaching, produce sustainable change? (2010)Does a "blended" programme of…Preferences for training options: A conjoint analysis (2009)Preferences for training opti…Strategies for Transforming Human Service Organizations into Learning Organizations: Knowledge Management and the Transfer of Learning (2008)Strategies for Transforming H…Leadership development through executive coaching: The effects on leaders' psychological states and transformational leadership behaviour (2007)Leadership development throug…Making it sticky (2006)Making it stickyMaking Leadership and Management Development Measure Up (2003)Making Leadership and Managem…Management practices in learning organizations (1992)Empirical linkages between firm competencies and organisational learning (2003)WHEN AND HOW TEAM LEADERS MATTER (2004)Group Behavior and Performance (2010)The reflective practitioner: How professionals think in action (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Organizational Learning: A Theory of Action Perspective (1997)Action Inquiry Strategies: Taking stock and moving forward (2000)Senior managers’ perceptions of the competencies they require for effective performance: implications for training and development (2000)Impacts of personal trust, communication, and affective commitment on change success (2018)Relapse Prevention for Managerial Training: A Model for Maintenance of Behavior Change (1982)Executive coaching: A critical review and recommendations for advancing the practice. (2010)Job Crafting Interventions: Do They Work and Why? (2019)An Emerging Strategy of "Direct" Research (1979)The learning organization: Management theory for the information age or new age fad? (1995)Business Schools at the Crossroads? A Trip Back from Sparta to Athens (2016)Investigating the drivers of failure of research-industry collaborations in open innovation contexts (2022)A META‐ANALYSIS OF THE RELATIONS AMONG TRAINING CRITERIA (1997)Effectiveness of training in organizations: A meta-analysis of design and evaluation features. (2003)Professional Development in Integrating Technology Into Teaching and Learning: Knowns, Unknowns, and Ways to Pursue Better Questions and Answers (2007)The chameleon of accountability: Forms and discourses (1995)On Becoming a Critically Reflexive Practitioner (2004)A Dialogical Approach to the Creation of New Knowledge in Organizations (2009)Methods of coping with social desirability bias: A review (1985)Incivility in the workplace: Incidence and impact. (2001)Nonresponse Rates and Nonresponse Bias in Household Surveys (2006)Enhancing teamwork in complex environments through team training. (1997)Effects of Training Reflective Listening in a Corporate Setting (2004)Are we doing the right thing? (2010)Inside Action Learning: an Exploration of the Psychology and Politics of the Action Learning Model (1993)Organizational Learning in Smaller Manufacturing Firms (2006)Action Learning Research: A Systematic Review and Conceptual Framework (2009)Leadership Development as Identity Construction (2010)Leadership perceptions as a function of race–occupation fit: The case of Asian Americans. (2010)Leadership style and organizational learning: the mediate effect of school vision (2010)
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References

  • 1982Mail and Telephone Surveys: The Total Design Method.6,852 cited
  • 2000Teaching Smart People How to Learn1,408 cited
  • 1975Techniques for Evaluating Training Programs1,236 cited
  • 1992Learning to Lead231 cited
  • 1971Developing Effective Managers215 cited
  • 1993Education for leading-learning166 cited
  • 1997Action learning and action science: Are they different?97 cited
  • 1992Determining a Strategy for Evaluating Training: Operating within Organizational Constraints81 cited
  • 1992A Learning Alliance between Business and Business Schools: Executive Education as a Platform for Partnership56 cited
  • 1986Improving Management Development Through Relapse Prevention Strategies49 cited
  • 1996The evaluation of training activities: A complex issue involving different stakes48 cited
  • 1995Organizational transformation and renewal37 cited
  • 1996Levels of evaluation: Kirkpatrick, Kaufman and Keller, and Beyond21 cited

Cited by

  • 2008Strategies for Transforming Human Service Organizations into Learning Organizations: Knowledge Management and the Transfer of Learning36 cited
  • 2010The correlates and influences of career-related continuous learning: Implications for management professionals

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16 cited
  • 2007Leadership development through executive coaching: The effects on leaders' psychological states and transformational leadership behaviour14 cited
  • 2006Making it sticky14 cited
  • 2012The impact of a dual-project action learning program: a case of a large IT manufacturing company in South Korea11 cited
  • 2003Making Leadership and Management Development Measure Up11 cited
  • 2010Does a "blended" programme of development and coaching, produce sustainable change?9 cited
  • 2009Preferences for training options: A conjoint analysis9 cited