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Action learning in a medium-sized construction company

Davey, CL; Powell, JA; Powell, JE; Cooper, I

Authors

JA Powell

JE Powell

I Cooper



Abstract

The role of action learning in promoting innovation and culture change is investigated within one medium-sized construction company. This case study was an exemplary part of a larger study to encourage small and medium-sized construction enterprises to engage in lifelong learning and implement good practice. Feedback from participants in this case study suggests that action learning can generate a motivated, committed and innovative management team, as well as better site management and leadership. Middle managers from different divisions in the company believe that action learning has given them a vital sense of involvement in the corporate development of the firm and a sense of empowerment in relation to senior management.

Citation

Davey, C., Powell, J., Powell, J., & Cooper, I. (2002). Action learning in a medium-sized construction company. Building Research and Information, 30(1), 5-15. https://doi.org/10.1080/09613210110090403

Journal Article Type Article
Publication Date Jan 1, 2002
Deposit Date Oct 5, 2007
Journal Building Research and Information
Print ISSN 0961-3218
Publisher Routledge
Peer Reviewed Peer Reviewed
Volume 30
Issue 1
Pages 5-15
DOI https://doi.org/10.1080/09613210110090403
Keywords Built environment, design, environment & the city, environmental geography, urban economics, urban policy, urban studies, action learning, business process change, culture change, feedback, innovation, learning, learning organizations, management, smes, a
Publisher URL http://dx.doi.org/10.1080/09613210110090403