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Rethinking project management education: Social twists and knowledge co-production
16 references·16 citing·36 second hopsampled
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References

  • 1983Experiential Learning : Experience as the Source of Learning and Development33,193 cited
  • 1985The Reflective Practitioner: How Professionals Think in Action21,268 cited
  • 1984The reflective practitioner: How professionals think in action19,752 cited
  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1995The New production of knowledge: the dynamics of science and research in contemporary societies7,046 cited
  • 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation5,774 cited
  • 2005Learning Styles and Learning Spaces: Enhancing Experiential Learning in Higher Education4,977 cited
  • 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation4,576 cited
  • 2005Bad Management Theories Are Destroying Good Management Practices3,823 cited
  • 2003Re-Thinking Science: Knowledge and the Public in an Age of Uncertainty3,381 cited
  • 2002The End of Business Schools? Less Success Than Meets the Eye1,853 cited
  • 2001Re-thinking science: knowledge and the public in an age of uncertainty1,807 cited
  • 2004Managers, not MBA's: a hard look at the soft practice of managing and management development1,519 cited
  • 2006Directions for future research in project management: The main findings of a UK government-funded research network

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858 cited
  • 2002Experiential Learning and Its Critics: Preserving the Role of Experience in Management Learning and Education614 cited
  • 1999Change and Complementarities in the New Competitive Landscape: A European Panel Study, 1992–1996529 cited
  • Cited by

    • 2010PM critical competency index: IT execs prefer soft skills240 cited
    • 2012A Multidimensional Analysis of Project Manager Competences130 cited
    • 2010Learning and teaching challenges in project management127 cited
    • 2012Project management scholarship: Relevance, impact and five integrative challenges for business and management schools92 cited
    • 2010PMP® Certification as a Core Competency: Necessary but Not Sufficient86 cited
    • 2014Knowledge formation and learning in the management of projects: A problem solving perspective76 cited
    • 2021Game-Based Learning in Project Sustainability Management Education72 cited
    • 2015A Blended Learning Approach to Teaching Project Management: A Model for Active Participation and Involvement: Insights from Norway66 cited
    • 2012Advancing Project Management: Authenticating the Shift from Process to “Nuanced” Project-Based Management in the Ambidextrous Organization52 cited
    • 2017Classics in megaproject management: A structured analysis of three major works52 cited
    • 2019The cumulative power of incremental innovation and the role of project sequence management51 cited
    • 2016Project studies and engaged scholarship51 cited
    • 2016Student evaluation of a virtual experience for project management learning: An empirical study for learning improvement51 cited
    • 2018Tackling Project Management Competence Research46 cited
    • 2012The project planning myth in international development44 cited
    • 2022The relevance and impact of business schools: In search of a holistic view40 cited