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Action learning and organisation development: overlapping fields of practice
16 references·0 citing·33 second hop
Action learning and organisation development: overlapping fields of practice (2011)Action learning and organisation developm…Common Cause: The case for working with our cultural values (2010)Common Cause: The case for wo…An action learning method for increased innovation capability in organisations (2010)An action learning method for…Action Learning (2010)Action LearningWhat has action learning learned to become? (2005)What has action learning lear…Managing to collaborate the theory and practice of collaborative advantage (2005)Managing to collaborate the t…Dialogue Mapping: Building Shared Understanding of Wicked Problems (2005)Dialogue Mapping: Building Sh…Action learning and organizational learning: power, politics and emotion in organizations (2004)Action learning and organizat…Leadership development: (2000)Leadership development:Action Learning in Practice (1998)Action Learning in PracticeThe Journal of European Industrial Training (1992)The Journal of European Indus…The origins and growth of action learning (1982)The origins and growth of act…Street-Level Bureaucracy: Dilemmas of the Individual in Public Services (1981)Street-Level Bureaucracy: Dil…Power, innovation, and problem-solving in personnel management (1978)Power, innovation, and proble…Dilemmas in a general theory of planning (1973)Dilemmas in a general theory …Beyond the stable state (1971)Beyond the stable stateExploration in Management. (1961)Exploration in Management.The Strength of Weak Ties (1973)Social Capital in the Creation of Human Capital (1988)Communities of practice learning, meaning, and identity (1999)The effects of leader and follower emotional intelligence on performance and attitude (2002)Predicting unit performance by assessing transformational and transactional leadership. (2003)Authentic leadership development: Getting to the root of positive forms of leadership (2005)The Postmodern Condition: A Report on Knowledge (1984)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Action Learning Research: A Systematic Review and Conceptual Framework (2009)Capital in the twenty-first century (2015)Educating sustainability change agents: the importance of practical skills and experience (2015)Value co-production: intellectual origins and implications for practice and research (1999)Informal and Incidental Learning (2001)Active learning: Effects of core training design elements on self-regulatory processes, learning, and adaptability. (2008)The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)Modes of Network Governance: Structure, Management, and Effectiveness (2007)An Integrative Framework for Collaborative Governance (2011)HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)Managing Identity: Identity Work, Personal Predicaments and Structural Circumstances (2007)The Oxford Handbook of Human Resource Management (2008)Central Problems in the Management of Innovation (1986)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Wicked Problems (2013)Forty years of wicked problems literature: forging closer links to policy studies (2018)Wicked Problems in Public Policy (2022)Smart cities of the future (2012)Automating Inequality: How High-Tech Tools Profile, Police, and Punish the Poor (2018)Health by association? Social capital, social theory, and the political economy of public health (2004)A Theory of Racialized Organizations (2019)What Is Competence? (2005)A Strategic Perspective on Human Resource Development (2007)A Proposed Conceptual Framework of Workplace Learning: Implications for Theory Development and Research in Human Resource Development (2009)
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References

  • 1973Dilemmas in a general theory of planning16,531 cited
  • 1981Street-Level Bureaucracy: Dilemmas of the Individual in Public Services9,086 cited
  • 2000Leadership development:2,379 cited
  • 2005Managing to collaborate the theory and practice of collaborative advantage1,393 cited
  • 1971Beyond the stable state1,308 cited
  • 2005Dialogue Mapping: Building Shared Understanding of Wicked Problems972 cited
  • 1982The origins and growth of action learning727 cited
  • 1978Power, innovation, and problem-solving in personnel management372 cited
  • 1992The Journal of European Industrial Training295 cited
  • 2005What has action learning learned to become?287 cited
  • 1998Action Learning in Practice219 cited
  • 2010Common Cause: The case for working with our cultural values197 cited
  • 2004Action learning and organizational learning: power, politics and emotion in organizations140 cited
  • 2010An action learning method for increased innovation capability in organisations78 cited
  • 1961Exploration in Management.64 cited
  • 2010Action Learning

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