The Sage Handbook of Management Learning,

The scholarship of management teaching and learning has established itself as a field in its own right and this benchmark handbook is the first to provide an account of the discipline.Original chapters from leading international academics identify the key issues and map out where the discipline is going. Each chapter provides a comprehensive and critical overview of the given topic area, highlights current debates and reviews the emerging research agenda.Chapters embrace the study of organizations as a whole, the concepts of individual and collective learning, the delivery of formal management education and the facilitation of management development. Through consideration of these themes the Handbook analyzes, promotes and critiques the contribution of management learning, education and development to management understanding. It will be an invaluable point of reference for all students and researchers interested in broadening their understanding of this exciting and dynamic new field.

Steven J. Armstrong is Director of Research and Professor of Organizational Behaviour at the University of Hull Business School. Cynthia V. Fukami is Professor of Management at the Daniels College of Business at the University of Denver.

Foreword	p. x
List of Contributors	p. xiii
Past, Present and Future Perspectives of Management Learning, Education and Development	p. 1
Management Learning: Theoretical Aspects of Learning and Knowledge Acquisition	p. 23
The Nature of Knowledge and Knowing in the Context of Management Learning, Education and Development	p. 25
Experimental Learning Theory: A Dynamic, Holistic Approach to Management Learning, Education and Development	p. 42
Collective Learning and Knowledge Transfer	p. 69
Reflection, Reflective Practice and Organizing Reflection	p. 89
Critical Management Education Beyond the Siege	p. 104
Collaborative Learning	p. 126
State of the Art: Ethics and Learning	p. 141
Developing Leaders: Teaching about Emotional Intelligence and Training in Emotional Skills	p. 161
Management Education: In a Formal Learning Context	p. 185
Artful Teaching: Using the Visual, Creative and Performing Arts in Contemporary Management Education	p. 187
Technology in the Classroom	p. 213
Distance Learning and Web-Based Instruction in Management Education	p. 231
Learning-Centered Course Design	p. 255
Mentoring Ph.D. Students within an Apprenticeship Framework	p. 271
Diversity in the Context of Lifelong Learning	p. 288
Cognitive Styles and Learning Strategies in Management Education	p. 301
Building Learning Teams: The Key to Harnessing the Power of Small Groups in Management Education	p. 325
Problem-Based and Project-Based Learning Approaches: Applying Knowledge to Authentic Situations	p. 344
Assessment and Accreditation in Business Schools	p. 364
The Research-Teaching Nexus: Tensions and Opportunities	p. 385
Management Development: Non-Credit-Based Learning	p. 403
Reflexivity, Learning and Reflective Practice	p. 405
Action Learning and Related Modalities	p. 419
Developing Emotional, Social and Cognitive Intelligence Competencies in Managers and Leaders	p. 439
A Framework for Leadership Development	p. 456
Coaching and Mentoring in Support of Management Development David Clutterbuck	p. 476
Rethinking the Role of Management Development in Preparing Global Business Leaders	p. 497
Community of Practice or Practices of a Community?	p. 514
Assessment and Accreditation of Non-Formal Management Education and Development Programmes	p. 531
The Pluralistic Future of Management Education	p. 547
Index	p. 559
Table of Contents provided by Ingram. All Rights Reserved.

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The Sage Handbook of Management Learning, Education and Development

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Table of Contents

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