Action learning in a medium-sized construction company

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

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, apprentissage actif, changement des procedures administratives, changement culturel, retour de l'information, innovation, apprentissage, organisation intelligente, gestion, pme
• Publisher URL: http://dx.doi.org/10.1080/09613210110090403