Experiential learning theory (ELT) has been widely used in management learning research and practice for over thirty-five years. Building on the foundational works of Kurt Lewin, John Dewey and others, experiential learning theory offers a dynamic theory based on a learning cycle driven by the resolution of the dual dialectics of action/reflection and experience/abstraction. These two dimensions define a holistic learning space wherein learning transactions take place between individuals and the environment. The learning space is multi-level and can describe learning and development in commensurate ways at the level of the individual, the group, and the organization. This approach is illustrated by reviewing current research on individual learning styles and managerial problem solving/decision making, the process of team learning and organizational learning. We describe how ELT can serve as a useful framework to design and implement management education programs in higher education and management training and development.

Understanding the socio-economic and environmental implications of rural change requires the active participation of many research disciplines and stakeholders. However, it remains unclear how to best integrate participatory and biophysical research to provide information useful to land managers and policy makers. This paper presents findings of a RELU scoping study that has formulated and applied a research framework based on stakeholder participation and adaptive learning to model rural change in the Peak District National Park in the north of England. The paper describes a learning process that integrates different types of knowledge to produce future scenarios that describe possible economic and environmental changes due to a national review of burning practices on heather moorland and blanket bogs. We stress the need for using social network analysis to structure stakeholder engagement and outline how a range of participatory approaches can facilitate more inclusive environmental planning and policy development.

Year-long team projects with external clients provide a well recognized opportunity for students to gain industry experience, whilst being supported and guided by staff to minimize risks. Each group should be supervised to ensure that they have enough direction and confidence to approach a new problem of significant size, without being daunted. A structure is needed that is flexible and adaptable to suit various institutional cultures but, at the same time, provides the safety net to ensure that success is likely. This paper presents a reflective analysis of teaching at three different institutions and presents the resulting distilled wisdom of experience that has produced a structured framework for capstone project units. The proposed structure is scalable to any class size and portable across institutions and potentially across technical disciplines. The structure leads to team student projects that are successfully engaging and provide excellent experience toward producing work-ready graduates. The structure is flexible in design so that the teaching workload does not increase too much as class sizes increase, but students are still well supported with appropriate scaffolding and mentoring. We detail the key factors in our framework: careful project selection, appropriate sign posts, and helpful guides that together improve upon overall project success. We argue that students need

How do entrepreneurs obtain the creative ideas they need to develop innovative new products? We interviewed 32 technology entrepreneurs to generate a grounded theory as to how technology entrepreneurs use social behaviors, techniques, and cognitive processes to generate, validate, and refine ideas for new products, processes, or services. The results reveal a complex, cyclical, and recursive multilevel social process emphasizing active and social experimentation. Greatest ideational productivity occurs when “trusted partners” exchange and refine ideas through a form of shared cognition. The findings will be useful to researchers and practitioners interested in entrepreneurship, social creativity, and management team dynamics.

Abstract not found

This article introduces interactive drama as an alterative to student role-plays. Interactive drama increases student engagement and explores complex issues in management. It features scenes from organizational life being performed live by trained actors before a student audience, stopping at pivotal points so the audience can interact with the actors. These sessions result in highly energized students wanting to participate in lively discussions. Because the vivid scenes are so memorable, the students are able later to connect them effectively to management theory or their own experiences in reflective journals or other written assessments. After describing why instructors should consider using interactive drama, the article explains how to use it in the management classroom and concludes by providing five detailed examples of interactive drama scenes.

Abstract not found

“…to learn from life itself and to make the conditions of life such that all will learn in the process of living.”

University students enjoy experiential marketing education that involves live cases and competition projects. While empirical studies have focused on various marketing education disciplines, few have investigated live global competition projects in the integrated marketing communications discipline. This study explored the perspectives of Edith Cowan University undergraduate and postgraduate students who participated in the first global Google Online Marketing Challenge in April-May 2008 as an optional assessment in an integrated marketing communications unit, which is part of the Advertising and Public Relations majors in the School of Communications and Arts. Participation in the Challenge was analogous to Kolb’s experiential learning theory of experiencing, reflecting, thinking, and testing as students recruited clients, prepared strategies, monitored the live campaigns, reflected on results, constructed new activities, tested them, and experienced the ‘highs ’ and ‘lows ’ of the whole competition process. 13 of 17 participants returned the qualitative questionnaire. Data analysis uncovered concepts of “Reality”, “Challenge”, “Discovery”, and “Relationships ” that ultimately merged into a Relationship Triangle Model for Exhilarated Adult Group Learning Experience (RTM-EAGLE). Implications for theory, practice, and research are also discussed.

The many theories of learning which are debated by psychologists and educators alike, each offer distinct advantages to the development of knowledge and meaning within an academic environment. One such theory is that of experiential learning, which for those in the development of knowledge, is well recognised and respected. The intention of this paper is to demonstrate the use of Empirical Modelling as a teaching aid to assist with experiential learning. Attention will be paid to its ability to model states of the world and changes between these states, predominately through the construction and analysis of a model of a classic computer science problem, the Tower of Hanoi. 1