Experiential learning and management education
Abstract
Purpose
The main purpose of the article is to contextualise the potential contribution that experiential learning may offer to those engaged in academic and professional management development, pedagogy and education. It has consequences for a range of applications in this field from curriculum design and teaching to individual/personal development and the recruitment and retention of talent in professional and commercial organisations.
Design/methodology/approach
The article suggests an original, conceptual framework for experiential learning that draws on both scholarly and experimental management.
Findings
While under‐represented in the scholarly pedagogy of management this article precedes a demonstration of an evidently powerful if methodologically challenging articles on a powerful approach to management development.
Research limitations/implications
This article limits and delimits experiential learning theory and practice. It offers a framework for an empirical mapping of this important area of management practice which is currently under‐represented in academic writing and practice.
Practical implications
This article suggests an array of interdisciplinary applications for the principles of experiential learning.
Originality/value
This paper suggests an original context for our initial EABIS Experiential Learning symposium and the articles that came from it.
Keywords
Citation
Bevan, D. and Kipka, C. (2012), "Experiential learning and management education", Journal of Management Development, Vol. 31 No. 3, pp. 193-197. https://doi.org/10.1108/02621711211208943
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited