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Reflections on Executive Education: The User and Provider's Perspectives
6 references·5 citing·43 second hop
Reflections on Executive Education: The User and Provider's Perspectives (2007)Reflections on Executive Education: The U…The Competitive (Dis)Advantages of European Business Schools (2007)The Competitive (Dis)Advantag…Really … why do executives attend executive education programmes? (2004)Really … why do executives at…Leadership Complexity and Development of the leaderplex Model (1997)Leadership Complexity and Dev…CHAMPIONS OF CHANGE AND STRATEGIC SHIFTS: THE ROLE OF INTERNAL AND EXTERNAL CHANGE ADVOCATES* (1991)CHAMPIONS OF CHANGE AND STRAT…Measuring and modelling changes in strategy: Theoretical foundations and empirical directions (1988)Measuring and modelling chang…Experiential Learning : Experience as the Source of Learning and Development (1983)Experiential Learning : Exper…Authentic learning through the case method in customized executive programs in Latin America (2022)Authentic learning through th…The Language of Executive Coaching: A Developmental Framework (2021)The Language of Executive Coa…Prospective shifts in executive education: An international Delphi study (2021)Prospective shifts in executi…Ideas for growing executive education revenue: codification and catalyst (2017)Ideas for growing executive e…A Project‐Based Approach to Executive Education (2017)A Project‐Based Approach to E…Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (1975)Social Capital in the Creation of Human Capital (1988)The theory of planned behavior (1991)The global virtual manager: a prescription for success (2000)The ties that lead: A social network approach to leadership (2005)The ties that lead: A social network approach to leadership (2006)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The Financial Times business schools ranking: What quality is this signal of quality? (2008)‘Physics Envy’, Cognitive Legitimacy or Practical Relevance: Dilemmas in the Evolution of Management Research in the UK (2011)Accelerating the Americanization of Management Education (2015)Leadership: The Management of Meaning (1982)Cultural Organization: Fragments of a Theory, (1983)Organizational culture and counterculture: An uneasy symbiosis (1983)The talent management approach to human resource management : attracting and retaining the right people (2008)In Their Own Eyes and Voices (2015)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Research in Organizational Behavior (1984)Structural Inertia and Organizational Change (1984)Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence (1994)The Role of Intuition in Strategic Decision Making (2000)How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence (2001)A REVIEW OF RESEARCH ON PROJECT-BASED LEARNING (2000)Understanding e-learning continuance intention: An extension of the Technology Acceptance Model (2006)Changing Course: Ten Years of Tracking Online Education in the United States. (2013)Knowledge-Intensive Business Services as Co-Producers of Innovation (2000)KNOWLEDGE-INTENSIVE BUSINESS SERVICES AS CO-PRODUCERS OF INNOVATION (2000)Executive Perceptions of the Top 10 Soft Skills Needed in Today’s Workplace (2012)CONSEQUENCES OF ABUSIVE SUPERVISION. (2000)Positive organizational scholarship : foundations of a new discipline (2003)Bad Management Theories Are Destroying Good Management Practices (2005)Ventriloquial Authority in Management Learning and Education: A Communication as Constitutive of Learning and Education Perspective (2021)Critical Perspectives on Coaching and Leadership (2024)Creating high-quality coaching conversations: a video-based analysis of executive coach behaviour in initial coach–client interactions (2026)Research guidelines for the Delphi survey technique (2000)The Delphi method as a research tool: an example, design considerations and applications (2004)Learning Styles and Learning Spaces: Enhancing Experiential Learning in Higher Education (2005)Champions, adapters, consultants and synergists: the new change agents in HRM (2001)The Role of Management Innovation in Enabling Technological Process Innovation: An Inter‐Organizational Perspective (2013)The Ties That Unbind: Socialization and Business-Owning Family Reference Point Shift (2018)Why Minimal Guidance During Instruction Does Not Work: An Analysis of the Failure of Constructivist, Discovery, Problem-Based, Experiential, and Inquiry-Based Teaching (2006)The ‘digital natives’ debate: A critical review of the evidence (2008)
this work references cited by second hop

References

  • 1983Experiential Learning : Experience as the Source of Learning and Development33,193 cited
  • 1988Measuring and modelling changes in strategy: Theoretical foundations and empirical directions339 cited
  • 1997Leadership Complexity and Development of the leaderplex Model339 cited
  • 1991CHAMPIONS OF CHANGE AND STRATEGIC SHIFTS: THE ROLE OF INTERNAL AND EXTERNAL CHANGE ADVOCATES*161 cited
  • 2007The Competitive (Dis)Advantages of European Business Schools95 cited
  • 2004Really … why do executives attend executive education programmes?29 cited

Cited by

  • 2017Ideas for growing executive education revenue: codification and catalyst17 cited
  • 2017A Project‐Based Approach to Executive Education17 cited
  • 2021Prospective shifts in executive education: An international Delphi study11 cited
  • 2021The Language of Executive Coaching: A Developmental Framework9 cited
  • 2022Authentic learning through the case method in customized executive programs in Latin America9 cited

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