Action learning in a medium-sized construction company

Davey, CL ORCID: https://orcid.org/0000-0002-4089-9423, Powell, JA, Powell, JE and Cooper, I 2002, 'Action learning in a medium-sized construction company' , Building Research and Information, 30 (1) , pp. 5-15.

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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.

Item Type:	Article
Themes:	Subjects / Themes > L Education > LB Theory and practice of education Subjects / Themes > T Technology > TA Engineering (General). Civil engineering (General) Built and Human Environment Subjects outside of the University Themes
Journal or Publication Title:	Building Research and Information
Publisher:	Routledge Taylor Francis
Refereed:	Yes
ISSN:	09613218
Depositing User:	H Kenna
Date Deposited:	05 Oct 2007 10:03
Last Modified:	27 Aug 2021 22:02
URI:	https://usir.salford.ac.uk/id/eprint/639

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