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Managers’ practice and managers’ learning as identity formation: Reassessing the MBA contribution

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References

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2004Managers, not MBA's: a hard look at the soft practice of managing and management development1,519 cited
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2006Management as a (Self) Confidence Trick: Management Ideas, Education and Identity Work

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101 cited

2008More Success than Meets the Eye—A Challenge to Critiques of the MBA57 cited

Cited by

2019Reconceptualising vulnerability and its value for managerial identity and learning60 cited
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2018Professionalizing corporate professions: Professionalization as identity project40 cited
2019Learning to become manager: The identity work of first-time managers29 cited
2018How relevant is the MBA: A revisit25 cited
2013Research and Development in Higher Education: Connections in Higher Education24 cited
2014Non-domination, contestation and freedom: The contribution of Philip Pettit to learning and democracy in organisations23 cited
2016What do managers know? Wisdom and manager identity in later career22 cited
2012Executive MBA programs: what do students perceive as value for their practices?14 cited
2018The critical moment of transition: Staying with and acting on newly gained self- and social awareness14 cited
2016What is your MBA for? What’s the story?13 cited
2020Supply-side Antecedents of dropout rates in MBA programs13 cited
2012An analysis of the use of action learning on an MBA programme12 cited
2020Exploring the use of virtues to facilitate identity construction among management students9 cited
2022Jazzing up the classroom: Reflections on developing a critical pedagogy in M level teaching9 cited
2015Higher Education Business Management Staff and the MBA: A Small Study Analysing Intrinsic and Extrinsic Benefits9 cited