Prof Caroline Davey C.Davey@salford.ac.uk
Professor
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 |
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