Ivo De Loo • Organizational Development through Management Control

Ivo De Loo • Organizational Development through Management Control

The Case of Action Learning
1. Introduction - page 1
1.1 Why Study Action Learning? - page 1
1.1.1 Introducing Learning - page 1
1.1.2 Introducing Action Learning - page 3
1.1.3 Evaluating Action Learning - page 6
1.2 Research Goal and Questions - page 8
1.3 Expected Research Contributions - page 10
1.4 Action Learning as a Particularization of Management Control - page 11
1.5 Chapter Overview - page 16
2. Action Learning Foundations - page 19
2.1 Introduction - page 19
2.2 Action Learning: Principles - page 21
2.2.1 Learning Equation - page 21
2.2.2 System Approach - page 25
2.2.2.1 Introduction - page 25
2.2.2.2 System Alpha - page 27
2.2.2.3 System Beta - page 28
2.2.2.4 System Gamma.- page 31
2.3 Action Learning: Inspirations - page 34
2.3.1 Background of Reg Revans - page 34
2.3.2 Educational Theory - page 38
2.3.2.1 Introduction - page 38
2.3.2.2 Constructivism - page 40
2.4 Action Learning, Learning Organizations, Organizational Learning, and Scripts - page 45
2.5 What’s Ahead - page 53
3. Action Learning and Management Control - page 55
3.1 Introduction - page 55
3.2 Examining Action Learning - page 55
3.2.1 Defining Action Learning - page 55
3.2.2 Defining Personal and Organizational Development - page 62
3.2.3 Defining Learning Systems - page 63
3.3 Management Control - page 66
3.3.1 Introduction - page 66
3.3.2 Learning Systems as an Embodiment of Management Control - page 66
3.3.3 Action Learning, Learning Systems and Trust - page 76
3.4 Reexamining Action Learning - page 80
3.4.1 Research Framework - page 80
3.4.2 Research Considerations - page 82
3.5 What’s Ahead - page 84
4. Action Learning Cases - page 85
4.1 Introduction - page 85
4.2 Methodology - page 85
4.2.1 Research Method - page 85
4.2.2 Understanding - page 87
4.2.3 Triangulation- page 91
4.2.4 Research Technique - page 92
4.2.5 Data Collection and Analysis - page 93
4.2.6 Validity and Reliability Issues - page 99
4.3 Organization ‘C’ - page 102
4.3.1 Introduction - page 102
4.3.2 Program Overview - page 105
4.3.3 Program Experiences - page 107
4.3.4 Reflections - page 108
4.3.5 Summary - page 109
4.4 Organization ‘E’ - page 115
4.4.1 Introduction - page 115
4.4.2 Program Overview - page 116
4.4.3 Program Experiences - page ...122
4.4.4 Reflections - page 125
4.4.5 Summary - page .126
4.5 Organization ‘M’ - page 132
4.5.1 Introduction - page 132
4.5.2 Program Overview - page 135
4.5.3 Program Experiences - page 138
4.5.4 Reflections - page 139
4.5.5 Summary - page 140
4.6 Conclusions - page 147
4.6.1 Across the Cases - page 147
4.6.2 About Action Learning - page 148
4.6.3 About Management Control - page 152
4.6.4 About our Reexamination of Action Learning - page 157
5. Review and Reflections- page 161
5.1 Introduction - page 161
5.2 Overview - page 161
5.2.1 Research Steps - page 161
5.2.2 Research Results - page 162
5.3 Implications- page 165
References - page 167
Appendix I: Interview Questions - page 191
Summary - page 199
Samenvatting (Dutch Summary) - page . 205
About the Author

Shaker Publishing, Open Universiteit Nederland, Paperback, english, 211 pages