Strategic management: An evaluation of the use of three learning methods

Journal of Management Development

Volumn 21, Issue 9, 2002, Pages 655-665

  Jennings, David ^a  

^a NOTTINGHAM TRENT UNIVERSITY   (United Kingdom)

Author keywords

Action learning; Consultancy; Learning; Simulation; Strategic management

Indexed keywords

EID: 84986078197     PISSN: 02621711     EISSN: None     Source Type: Journal    
DOI: 10.1108/02621710210441658     Document Type: Article

References (29)

1. Alexander, L.D., O’Neill, H.M., Snyder, N.H. and Townsend, J.B. (1986), “How academy members teach the business policy/strategic management case course”, Journal of Management Case Studies, Vol. 2 No. 3, pp. 333-44.
2. Argyris, C. (1980), “Some limitations of the case method: experience in a management development programme”, Academy of Management Review, Vol. 5 No. 2, pp. 291-8.
3. Christensen, C.R. and Hansen, A.J. (1987), Teaching and the Case Method, Harvard Business School, Boston, MA.
4. Dooley, A.R. and Skinner, W. (1977), “Casing case method methods”, Academy of Management Review, Vol. 12 No. 2, pp. 277-89.
5. Eldredge, D.L. and Galloway, R.F. (1983), “Study of the undergraduate business policy course at AACSB-accredited universities”, Strategic Management Journal, No. 4, pp. 85-90.
6. Elgood, C. (1989), Handbook of Management Games, 4th ed., Gower, Aldershot.
7. Faria, A.J. (1998), “Business simulation games: current usage levels – an update”, Simulation and Gaming: An International Journal, Vol. 29, pp. 295-309.
8. Gilgeous, V. and D’Cruz, M. (1996), “A study of business and management games”, Management Development Review, Vol. 9 No. 1, pp. 32-9.
9. Gunz, H.P. (1995), “Realism and learning in management simulation”, Journal of Management Education, Vol. 19 No. 1, pp. 54-74.
10. Hequet, M. (1995), “Games that teach”, Training, Vol. 32 No. 7, pp. 53-8.
11. Jennings, D.R. (1996), “Strategic management and the case method”, Journal of Management Development, Vol. 15 No. 9, pp. 4-12.
12. Lamond, D.A. (1995), “Using consulting projects in management education: the joys and jitters of serving two masters”, Journal of Management Development, Vol. 14 No. 8, pp. 60-73.
13. McGill, I. and Beaty, L. (1996), Action Learning: A Guide for Professional, Management and Educational Development, Kogan Page, London.
14. Marsick, V.J. and O’Neil, J. (1999), “The many faces of action learning”, Management Learning, Vol. 30 No. 2, pp. 159-76.
15. Miles, W.G., Biggs, W.D. and Schubert, J.N. (1986), “Student perceptions of skill acquisition through cases and a general management simulation, a comparison”, Simulation and Gaming, Vol. 17 No. 1, pp. 7-24.
16. Mintzberg, H. (1990), “Strategy formation schools of thought”, in Fredrickson, J.W. (Ed.), Perspectives on Strategic Management, Harper Business, New York, NY.
17. Osigweh, C.A.B. (1989), “Casing the case approach in management development”, Journal of Management Development, Vol. 8 No. 2, pp. 41-57.
18. Pedler, M. (Ed.) (1997), Action Learning in Practice, 3rd ed., Gower, Aldershot.
19. Raelin, J.A. (1997), “Action learning and action science: are they different?”, Organizational Dynamics, Summer, pp. 21-34.
20. Read, C.W. and Kleiner, B.H. (1996), “Which training methods are effective”, Management Development Review, Vol. 9 No. 2, pp. 24-9.
21. Revans, R. (1997), “Action learning: its origins and nature”, in Pedler, M. (Ed.), Action Learning in Practice, 3rd ed., Gower, Aldershot.
22. Romm, T. and Mahler, S. (1991), “The case study challenge – a new approach to an old method”, Management Education and Development, Vol. 22 No. 4, pp. 292-301.
23. Smith, G. (1987), “The use and effectiveness of the case study method in management education-a critical review”, Management Education and Development, Vol. 18 No. 1, pp. 51-61.
24. Solomon, C.M. (1993), “Simulation training builds teams through experience”, Personnel Journal, Vol. 72 No. 6, pp. 100-7.
25. Teach, R.D. and Govahi, G. (1993), “The role of classroom techniques in teaching management skills”, Simulation and Gaming, Vol. 24 No. 4, pp. 429-45.
26. Towl, A.R. (1969), To Study Administration by Cases, Harvard University Graduate School of Business, Boston, MA.
27. Weinstein, K. (1997), “Participants’ voices”, in Pedler, M. (Ed.), Action Learning in Practice, 3rd ed., Gower, Aldershot.
28. Wolfe, J. (1976), “Correlates and measures of the external validity of computer-based business policy decision-making environments”, Simulation and Game, Vol. 7, pp. 411-38.
29. Yin, R.K. (1989), Case Study Research, Design and Method, Sage Publications, Beverly Hills, CA.