While much of the literature on action learning focuses on managers developing their capacity to learn and transform their own organizations, this article explores how action learning has been used in inter-organisational settings. Two settings are presented: the first an EU-funded management development programme called the National Action…

Action learning programmes are supposed to result in both personal and organizational development. However, organizational development can be negligible because, as the term implies, a connection must be secured between what has been learned by action learning participants and other members of an organization. Here, the facilitation and analysis…

This volume, the second of a two-volume publication, comprises 15 papers that present the work of individual European projects dealing with learning within organizations. These five chapters in Part 1, The Meaning of the Learning Organization, examine the conceptual frameworks and dilemmas at the heart of the notion of the learning organization:…