Article 2020

Toward mindful development of action learning in business education

KEDI Journal of Educational Policy
Journal · Vol. 17 · Issue 2 · pp. 171-197
Abstract

This article addresses questions raised at a recent academic discussion of action learning for business education: What are the pitfalls of existing action learning practices? How do educators mindfully and effectively develop action learning in business education? To examine these issues, we provide an overview of, and analyze, the evolution of ongoing action learning programs established by a leading Chinese business school with its partner schools in the US from 2007 to 2019. Based on this qualitative case study, we reveal implicit pitfalls of existing practices, propose an experiential learning-based conceptual framework for an in-depth understanding of curriculum design, and provide instructional guidelines for better implementation. All the findings help educators mindfully embed action learning essentials into an educational curriculum and innovate the educational policy of teaching pedagogies. © Korean Educational Development Institute 2020, Electronic version: https://www.kedi.re.kr/eng.

Keywords

Author Keywords

Curriculum development Business education China Action learning Case study1)

Index Keywords

Author Affiliations
Sun Yat-Sen University, Guangzhou, Guangdong, China
Funding & Acknowledgements
Grant: 2018A070712014
* This work is supported by the humanities and social sciences research projects of the Ministry of Education of China (19YJA630006, 19YJAZH118), Guangdong soft science project (2018A070712014) and the fundamental research fund for the central universities (20wkzd09).
Ministry of Education of the People's Republic of China, MOE
Grant: 19YJA630006, 19YJAZH118
* This work is supported by the humanities and social sciences research projects of the Ministry of Education of China (19YJA630006, 19YJAZH118), Guangdong soft science project (2018A070712014) and the fundamental research fund for the central universities (20wkzd09).
Fundamental Research Funds for the Central Universities
Grant: 20wkzd09
* This work is supported by the humanities and social sciences research projects of the Ministry of Education of China (19YJA630006, 19YJAZH118), Guangdong soft science project (2018A070712014) and the fundamental research fund for the central universities (20wkzd09).
References 10 References
1 Aacsb Assurance of Learning Standards an Interpretation, (2013)
2 Bantel, Karen A., Top management and innovations in banking: Does the composition of the top team make a difference?, Strategic Management Journal, 10, 1 S, pp. 107-124, (1989)
3 Barrows, Howard S., Problem-based learning in medicine and beyond: A brief overview, New Directions for Teaching and Learning, 1996, 68, pp. 3-12, (1996)
4 Bath, Debra M., Beyond mapping and embedding graduate attributes: Bringing together quality assurance and action learning to create a validated and living curriculum, Higher Education Research and Development, 23, 3, pp. 313-328, (2004)
5 Qualitative Report, (2008)
6 Bradfield, Ron M., Teaching scenario analysis-An action learning pedagogy, Technological Forecasting and Social Change, 100, pp. 44-52, (2015)
7 Learning in Health and Social Care, (2005)
8 Briner, Rob B., From passively received wisdom to actively constructed knowledge: Teaching systematic review skills as a foundation of evidence-based management, Academy of Management Learning and Education, 13, 3, pp. 415-432, (2014)
9 Chenhall, Everon C., Models, definitions, and outcome variables of action learning: A synthesis with implications for HRD, Journal of European Industrial Training, 34, 7, pp. 588-608, (2010)
10 Louise Cunliffe, Ann, Reflexive Dialogical Practice in Management Learning, Management Learning, 33, 1, pp. 35-61, (2002)
Quick Actions
Full Text via DOI
Citation Metrics
0
Times Cited (Scopus)

References 10
Document Identifiers