Business Administration and Business Economics
Abstract
This paper is centered on the concept of action learning, which emphasizes the direct
outcome or consequence of acquiring skills or competences through the process of finding solutions to
substantive difficult organisational issues. Primary data were collected from 100 respondents from 5
financial service providers/information communication and technology practitioners in Ibadan, Oyo
State, Nigeria. Simple percentages were used to analyse the data while correlation matrix was used to
test the hypotheses. The result showed that 88% of the respondents affirmed that action learning, among
other benefits, enhances both individual and team problem-solving capabilities, thereby resulting in
resource leveraging as the most important factor at the organisational level The correlation matrix
showed that action learning positively impacts organisational changes at (r=0.466) while it also
facilitates improvement of performance given (r= 0.578).
References
Afolabi, F. & Akinbobola, A.O. (2012). Creating and Sustaining Action Learning in Physics
Classroom. European Journal of Business and Social Sciences, 1(2), pp. 11-24.
Argyris, C. & Schon, D. (1978) Organisational Learning: A Theory of Action Perspective. Addison –
Wesley Series on Organisation Development.
Bolt, J.E. (2005). The Future of Executive Development. San Francisco: Executive Development
Associates
Boshyk, Y. (2002). Action Learning Worldwide. Hamphire, UK. Palgrave: Macmillan.
Brooks, A. & Watkins, K.E. (1994). A New Era for Action Technologies. New Directions for Adult
and Continuing Education, 63, pp. 5-16.
Cho, Y. & Egan, T.M. (2009). Action Learning Research: A Systematic Review and Conceptual
Framework. Human Resource Development Review, 8(4), pp. 431-462.
Cho, Y. (2013). What is Action Learning? Components, Types, Processes, Issues and Research Agenda.
Learning and Performance Quarterly, 1(4), pp. 1-11.
Day, D.V. (2000). Leadership Development. Leadership Quarterly, 11, pp. 581-613.
De Loo, 1 (2001). New Thoughts on Action Learning. Journal of European Industrial Training, pp. 25,
pp. 229-234.
De Loo, 1 (2002). The Troublesome Relationship between Action and Organisational Growth. Journal
of Workplace Learning, 14, pp. 245-255.
De Loo, 1 (2006). Action and Organisational Learning in an Elevator Company. The Learning
Organisation, 13, pp. 204-214.
Dilworth, R.L. (1998a). Action Learning in a Nutshell. Performance Improvement Quarterly, 11(1),
pp. 28-43.
Dilworth, R.L. & Willis, V.J. (2003). Action Learning: Images and Pathways. Malabar, FL: Krieger.
Dixon, R.L. (1998). Action Learning: More than just a Task Force. Performance Improvement
Quarterly, 11(1), pp. 44-58.
Froiland, P. (1994). Action Learning. Training, 31(1), pp. 27-34.
Inglis, S. (1994). Making the Most of Action Learning. Aldershot, England: Grower.
Kim, J. (2007). Action Learning Factors perceived by Action Learning Participants in Companies in
South Korea. Unpublished Doctoral Dissertation. Minnesota: University of Minnesota.
Korpiaho, K.; Paivio, H. & Rasanen, K. (2007). Anglo-American Forms of Management Education.
Scandinavian Journal of Management, 23, pp. 36-65.
Kuhn, J.S. & Marsick, V.J. (2005). Action Learning for Strategic Innovation in Mature Organisation.
Action Learning Research and Practice, 2, pp. 27-48.
Lanahan, E.D. & Maldonado, L. (1998). Accelerated Decision Making via Action Learning at the
Federal Deposit Insurance Corporation (FDIC). Performance Improvement Quarterly, 11(1), pp. 74-
85.
Marquardt, M.J.; Leonard, H.S.; Feedman, A.M. & Hill, C.C. (2009). Action Learning for Developing
Leaders and Organisations: Principles, Strategies and Cases. Washington, D.C. American
Psychological Association.
Marquardt, M. & Banks, S. (Eds) (2010). Theory to Practice: Action Learning (Special Issue). Advances
in Developing Human Resources, 12(2), pp. 159-162. doi: 10.1177/1523422310367878.
Marsick, V. & O’Neil, J. (1999). The many Faces of Action Learning. Management Learning, 30, pp.
159-176.
McGill, I. & Beaty, L. (1995). Action Learning: A Guide for Professional. Management and
Educational Development (2nd Ed). London: Kogan Page.
Mumford, A. (1991). Individual and Organisational learning: Balance in the pursuit of Change. Studies
in Continuing Education, 13(2), pp. 115-125.
Mumford, A. (1997). The Learning Process in Action Learning in Practice (3ed) Ed. Pedler, M., pp.
229-243. Brookfied, V.T.: GOWER.
OECD (2005a). Recognition of Non-formal and Informal Learning and Credit Transfer: Project Plan,
EDU/EC (2005)17. Paris.
O’Neil, J. & Marsick, V.J. (2007). Understanding Action Learning. New York: AMACON.
Park, S.; Cho, Y.; Yoon, S. & Han, H. (2012). Comparing Three Learning Approaches through the Lens
of Activity Theory. Paper Presented at the 2013 Academy of Human Resource Development,
Washington, D.C.
Pedler, M. (1991). Action Learning for Managers. GOWER.
Pedler, M. (2002). Accessing Local Knowledge. Human Resource Development International 5, 523-
540.
Pedler, M.; Burgoyne, J. & Brook, C. (2005). What has Action Learning Learned to Become? Action
Learning: Research and Practice 2, pp. 9-68.
Pun, A. (1992). Action Learning – Encountering Chinese Culture in HRD: International Perspectives
on Development and Learning. Edited by Jones, M. & Mann, P. (1992). West Hartford, C.T.: Kumarian
Press, pp. 166-181.
Raelin, R. (1999). Preface. Management Learning, 30, pp. 115-125.
Raelin, J.A. & Raelin, J.D. (2006). Developmental Action Learning. Action Learning: Research and
Practice. 3, pp. 45-67.
Raelin, J.A. (2007). Toward an Epistemology of Practice. Academy of Management Learning and
Education. 6, pp. 495-519.
Raelin, J.A. (2008). Work-based Learning: Bridging Knowledge and Action in the Workplace. San
Francisco: Jossey-Bass.
Reubling, D.M. (2007). Action Learning: Creating the connection between Good Intention and Great
Execution. GAMMA International Journal. The Reubling Group LLC, January/February, pp. 1-3.
Revans, R.W. (1971). Developing Effective Managers. New York: Praeger.
Revans, R.W. (1998). ABC of Action Learning. London. Lemos and Crane.
Reynolds, M. & Vince, R. (2004). Critical Management Education and Action-based Learning.
Academy of Management Learning and Education, 3, pp. 442-456.
Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organisation. London:
Century Business.
Smith, P. (1988). Second Thought on Action Learning: Journal of European Industrial Training 12 (6),
pp. 28-31.
Spence, J. (1998). Action Learning for Individual and Organisational Development. Centre for
Education and Training for Employment. Columbus.
Schon, D. (1983). The Reflective Practitioner: How professionals think in action. London: Temple
Smith.
Stacey, M. (2007). Action Learning: Addressing Today’s Business Challenges while Developing
Leaders for Tomorrow. Context Management Consulting Inc, pp. 1-21.
The Copenhagen Process in Vocational Education and Training (2012). Retrieved from
www.bmbf.de/en/3322.php.
Tushman, M.L.; O’Reilly, C.A.; Fenollosa, A.; Kleinbanm, A.M. & McGrath, D. (2007). Relevance
and Rigour: Executive Education as a Lever in Shaping Practice and Research. Academy of
Management Learning and Education, 6, pp. 345-362.
Vince, R. & Martin, L. (1993). Inside Action Learning. Management Education and Development.
24(3), pp. 23-31.
Vince, R. (2003). The Future Practice of HRD. Human Resource Development International, 6, pp.
559-563.
Vince, R. (2004). Action Learning and Organisational Learning: Power, Politics and Emotion in
Organisation.
Wallace, M. (1990). Can Action Learning Live Up to its Reputation? Management Education and
Development, 21(2), pp. 89-103, EJ 409817.
Willmort, H. (1994). “Management Education: Provocations to Debate”. Management Learning. 25,
pp. 105-136.
Willis, V.J. (1998). Action Learning: Design Features and Outcomes at Georgia State University.
Performance Improvement Quarterlym, 11(2), pp. 34-47.
Yorks, L. (1998). Transfer of Learning from an Action Reflection Learning Program. Performance
Improvement Quarterly, 11(1), pp. 59-71.
Classroom. European Journal of Business and Social Sciences, 1(2), pp. 11-24.
Argyris, C. & Schon, D. (1978) Organisational Learning: A Theory of Action Perspective. Addison –
Wesley Series on Organisation Development.
Bolt, J.E. (2005). The Future of Executive Development. San Francisco: Executive Development
Associates
Boshyk, Y. (2002). Action Learning Worldwide. Hamphire, UK. Palgrave: Macmillan.
Brooks, A. & Watkins, K.E. (1994). A New Era for Action Technologies. New Directions for Adult
and Continuing Education, 63, pp. 5-16.
Cho, Y. & Egan, T.M. (2009). Action Learning Research: A Systematic Review and Conceptual
Framework. Human Resource Development Review, 8(4), pp. 431-462.
Cho, Y. (2013). What is Action Learning? Components, Types, Processes, Issues and Research Agenda.
Learning and Performance Quarterly, 1(4), pp. 1-11.
Day, D.V. (2000). Leadership Development. Leadership Quarterly, 11, pp. 581-613.
De Loo, 1 (2001). New Thoughts on Action Learning. Journal of European Industrial Training, pp. 25,
pp. 229-234.
De Loo, 1 (2002). The Troublesome Relationship between Action and Organisational Growth. Journal
of Workplace Learning, 14, pp. 245-255.
De Loo, 1 (2006). Action and Organisational Learning in an Elevator Company. The Learning
Organisation, 13, pp. 204-214.
Dilworth, R.L. (1998a). Action Learning in a Nutshell. Performance Improvement Quarterly, 11(1),
pp. 28-43.
Dilworth, R.L. & Willis, V.J. (2003). Action Learning: Images and Pathways. Malabar, FL: Krieger.
Dixon, R.L. (1998). Action Learning: More than just a Task Force. Performance Improvement
Quarterly, 11(1), pp. 44-58.
Froiland, P. (1994). Action Learning. Training, 31(1), pp. 27-34.
Inglis, S. (1994). Making the Most of Action Learning. Aldershot, England: Grower.
Kim, J. (2007). Action Learning Factors perceived by Action Learning Participants in Companies in
South Korea. Unpublished Doctoral Dissertation. Minnesota: University of Minnesota.
Korpiaho, K.; Paivio, H. & Rasanen, K. (2007). Anglo-American Forms of Management Education.
Scandinavian Journal of Management, 23, pp. 36-65.
Kuhn, J.S. & Marsick, V.J. (2005). Action Learning for Strategic Innovation in Mature Organisation.
Action Learning Research and Practice, 2, pp. 27-48.
Lanahan, E.D. & Maldonado, L. (1998). Accelerated Decision Making via Action Learning at the
Federal Deposit Insurance Corporation (FDIC). Performance Improvement Quarterly, 11(1), pp. 74-
85.
Marquardt, M.J.; Leonard, H.S.; Feedman, A.M. & Hill, C.C. (2009). Action Learning for Developing
Leaders and Organisations: Principles, Strategies and Cases. Washington, D.C. American
Psychological Association.
Marquardt, M. & Banks, S. (Eds) (2010). Theory to Practice: Action Learning (Special Issue). Advances
in Developing Human Resources, 12(2), pp. 159-162. doi: 10.1177/1523422310367878.
Marsick, V. & O’Neil, J. (1999). The many Faces of Action Learning. Management Learning, 30, pp.
159-176.
McGill, I. & Beaty, L. (1995). Action Learning: A Guide for Professional. Management and
Educational Development (2nd Ed). London: Kogan Page.
Mumford, A. (1991). Individual and Organisational learning: Balance in the pursuit of Change. Studies
in Continuing Education, 13(2), pp. 115-125.
Mumford, A. (1997). The Learning Process in Action Learning in Practice (3ed) Ed. Pedler, M., pp.
229-243. Brookfied, V.T.: GOWER.
OECD (2005a). Recognition of Non-formal and Informal Learning and Credit Transfer: Project Plan,
EDU/EC (2005)17. Paris.
O’Neil, J. & Marsick, V.J. (2007). Understanding Action Learning. New York: AMACON.
Park, S.; Cho, Y.; Yoon, S. & Han, H. (2012). Comparing Three Learning Approaches through the Lens
of Activity Theory. Paper Presented at the 2013 Academy of Human Resource Development,
Washington, D.C.
Pedler, M. (1991). Action Learning for Managers. GOWER.
Pedler, M. (2002). Accessing Local Knowledge. Human Resource Development International 5, 523-
540.
Pedler, M.; Burgoyne, J. & Brook, C. (2005). What has Action Learning Learned to Become? Action
Learning: Research and Practice 2, pp. 9-68.
Pun, A. (1992). Action Learning – Encountering Chinese Culture in HRD: International Perspectives
on Development and Learning. Edited by Jones, M. & Mann, P. (1992). West Hartford, C.T.: Kumarian
Press, pp. 166-181.
Raelin, R. (1999). Preface. Management Learning, 30, pp. 115-125.
Raelin, J.A. & Raelin, J.D. (2006). Developmental Action Learning. Action Learning: Research and
Practice. 3, pp. 45-67.
Raelin, J.A. (2007). Toward an Epistemology of Practice. Academy of Management Learning and
Education. 6, pp. 495-519.
Raelin, J.A. (2008). Work-based Learning: Bridging Knowledge and Action in the Workplace. San
Francisco: Jossey-Bass.
Reubling, D.M. (2007). Action Learning: Creating the connection between Good Intention and Great
Execution. GAMMA International Journal. The Reubling Group LLC, January/February, pp. 1-3.
Revans, R.W. (1971). Developing Effective Managers. New York: Praeger.
Revans, R.W. (1998). ABC of Action Learning. London. Lemos and Crane.
Reynolds, M. & Vince, R. (2004). Critical Management Education and Action-based Learning.
Academy of Management Learning and Education, 3, pp. 442-456.
Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organisation. London:
Century Business.
Smith, P. (1988). Second Thought on Action Learning: Journal of European Industrial Training 12 (6),
pp. 28-31.
Spence, J. (1998). Action Learning for Individual and Organisational Development. Centre for
Education and Training for Employment. Columbus.
Schon, D. (1983). The Reflective Practitioner: How professionals think in action. London: Temple
Smith.
Stacey, M. (2007). Action Learning: Addressing Today’s Business Challenges while Developing
Leaders for Tomorrow. Context Management Consulting Inc, pp. 1-21.
The Copenhagen Process in Vocational Education and Training (2012). Retrieved from
www.bmbf.de/en/3322.php.
Tushman, M.L.; O’Reilly, C.A.; Fenollosa, A.; Kleinbanm, A.M. & McGrath, D. (2007). Relevance
and Rigour: Executive Education as a Lever in Shaping Practice and Research. Academy of
Management Learning and Education, 6, pp. 345-362.
Vince, R. & Martin, L. (1993). Inside Action Learning. Management Education and Development.
24(3), pp. 23-31.
Vince, R. (2003). The Future Practice of HRD. Human Resource Development International, 6, pp.
559-563.
Vince, R. (2004). Action Learning and Organisational Learning: Power, Politics and Emotion in
Organisation.
Wallace, M. (1990). Can Action Learning Live Up to its Reputation? Management Education and
Development, 21(2), pp. 89-103, EJ 409817.
Willmort, H. (1994). “Management Education: Provocations to Debate”. Management Learning. 25,
pp. 105-136.
Willis, V.J. (1998). Action Learning: Design Features and Outcomes at Georgia State University.
Performance Improvement Quarterlym, 11(2), pp. 34-47.
Yorks, L. (1998). Transfer of Learning from an Action Reflection Learning Program. Performance
Improvement Quarterly, 11(1), pp. 59-71.
Published
2021-06-18
How to Cite
Collective Authors. (2021). Business Administration and Business Economics: Array. Acta Universitatis Danubius. Œconomica, 14(3). Retrieved from https://dj.univ-danubius.ro/index.php/AUDOE/article/view/1164
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