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Measuring the ROI from management action learning

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Too few programmes of management development seek to evaluate their hard ROI for the enterprise. Describes how action learning's focus on company-specific issues makes this more feasible. Reports on a four-year impact analysis from MBA programmes showing that employing organizations benefited greatly and that the individual managers also gained a host of soft benefits. The endemic problems of action learning are also identified but the contribution of the Set (fellow members of a small learning cell) again stands out as most vital.
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Keywords: Action Learning; Business Schools; Management Development; Masters of Business Administration; Return on Investment

Document Type: Research Article

Publication date: 1996-01-01

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