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, a
• Publisher URL: http://dx.doi.org/10.1080/09613210110090403