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Action learning in a medium-sized construction company

By CL Davey, JA Powell, JE Powell and I Cooper

Abstract

The role of action learning in promoting innovation and culture change is investigated within one medium-sized construction company. This case study was an exemplary part of a larger study to encourage small and medium-sized construction enterprises to engage in lifelong learning and implement good practice. Feedback from participants in this case study suggests that action learning can generate a motivated, committed and innovative management team, as well as better site management and leadership. Middle managers from different divisions in the company believe that action learning has given them a vital sense of involvement in the corporate development of the firm and a sense of empowerment in relation to senior management

Topics: LB, TA, built_and_human_env, other
Publisher: Routledge Taylor Francis
Year: 2002
OAI identifier: oai:usir.salford.ac.uk:639
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