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Measuring the ROI from management action learning

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Abstract:

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.

Keywords: Action Learning; Business Schools; Management Development; Masters of Business Administration; Return on Investment

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/09622519610181720

Publication date: January 1, 1996

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