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Showing 1 to 15 of 123 results Save | Export
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Elmes, Michael B. – Journal of Management Education, 2019
This article explores the shadow dynamics of experiential learning using a psychodynamic perspective. It reviews the concept of shadow at the individual, group, and intergroup levels and draws on a short case from the author's experiences to consider how shadow dynamics may arise quickly and unexpectedly to take over the experiential learning…
Descriptors: Experiential Learning, Group Dynamics, Graduate Students, Business Administration Education
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Bradford, David L. – Journal of Management Education, 2019
Experiential activities are a powerful pedagogical tool that have grown in popularity. But there are a series of ethical issues (the "shadow side") that such activities raises. These include (a) inadequate (informed) student choice, (b) bias in what is covered, (c) lack of adequate debriefing, (d) personal exposure in class and…
Descriptors: Ethics, Experiential Learning, Outcomes of Education, Informed Consent
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Bata, Michelle; Cox-Lanyon, Vickie; Davis, Micki; Whitney, Amy – Journal of Management Education, 2019
Extant research on experiential learning primarily conceptualizes it as an opportunity for student learning. In this article, we broaden the scope to consider the impact of the student experience on two often-overlooked actors: the university and the host organization. We review three vignettes that illustrate core themes that can affect…
Descriptors: Experiential Learning, School Business Relationship, Universities, Partnerships in Education
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Madden, Timothy M.; McMillan, Amy; Madden, Laura T. – Journal of Management Education, 2019
Study abroad programs (SAPs) are desirable experiential learning opportunities that can enrich students and faculty alike. Faculty participate in SAPs because their immersive learning contexts offer a variety of personal and professional benefits, including the chance to meet new research contacts, tour cultural sites, and get to know students in…
Descriptors: Study Abroad, Experiential Learning, College Faculty, Costs
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Clancy, Annette; Vince, Russ – Journal of Management Education, 2019
This article discusses the value of learning from a psychodynamic approach to experiential learning. This approach is used to help students experience and understand the emotional and relational complexity of leading and managing within organizations. From this perspective, experiential learning means engaging with emotions and with embedded…
Descriptors: Experiential Learning, Psychological Patterns, Power Structure, Teacher Role
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Edelson, Steven A.; Lo, Kevin D.; Nelson, Terry; Stark, Gary; Stratton, Micheal T.; van Esch, Chantal – Journal of Management Education, 2019
Many instructors use experiential learning techniques to link students' academic experience with the reality that awaits them professionally. Careful planning and reflecting on experiential activities usually take place prior to implementation to ensure that prescribed student learning outcomes are met. Hence, management educators' confidence…
Descriptors: Experiential Learning, Learning Activities, Business Administration Education, Self Esteem
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Moshavi, Dan – Journal of Management Education, 2019
In order to elevate the effectiveness of teaching and learning, business deans must manage the dynamic interplay among four elements--strategy, budget, curriculum, and delivery. When these elements reinforce and complement each another, a business school can generate powerful energy in the form of new curricular and cocurricular developments,…
Descriptors: Business Schools, Deans, Curriculum Development, Strategic Planning
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Carter, William R.; Stickney, Lisa T. – Journal of Management Education, 2019
The content of most MBA capstone strategic management courses emphasizes general management theory and analytical skill development. Additionally, the design of the capstone is often tasked with providing practical application, integrative thinking, and experiential learning. A common critique of the capstone, however, is its insufficient delivery…
Descriptors: Decision Making, Capstone Experiences, Management Development, Masters Programs
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Chappell, Stacie; Thomas, Debby – Journal of Management Education, 2019
Classroom as organization (CAO) is an approach at the extreme end of an experiential learning intensity continuum. While proponents suggest they would never go back to a teacher-centered classroom, CAO has not become widely adopted since its initial description by Cohen. We argue this is, in part, because of shadow elements that may discourage…
Descriptors: Experiential Learning, Teaching Methods, Organizations (Groups), Student Centered Learning
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Young, Cheri A.; Haffejee, Badiah; Corsun, David L. – Journal of Management Education, 2018
Given increasing globalization and the foreign-born workforce characterizing many organizations around the world, managers are increasingly called on to effectively manage a culturally diverse workforce. One way to increase the cultural intelligence and empathy of managers was proposed by Ragins, who indicated that mentors in diversified mentoring…
Descriptors: Cultural Awareness, Empathy, Mentors, Intervention
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MacMillan, Karen; Komar, Jennifer – Journal of Management Education, 2018
This article describes a classroom exercise that is designed to help students understand the basic tenets of population ecology (also known as organizational ecology). The macro-level, longitudinal approach to understanding organizations can be difficult for students to conceptualize as it involves systems thinking. This exercise makes the theory…
Descriptors: Experiential Learning, Class Activities, Systems Approach, Institutional Environment
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Zidulka, Amy; Kajzer Mitchell, Ingrid – Journal of Management Education, 2018
This essay frames design thinking (DT) as a form of experiential learning and describes what we, as DT educators, have come to consider its "shadow side." We are concerned that, through uncritical promotion of instrumentalist approaches to creativity, DT classes unwittingly marginalize from the curriculum other forms of creativity, such…
Descriptors: Design, Teaching Methods, Creativity, Experiential Learning
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Wright, April; Hibbert, Paul; Strong, Ross; Edwards, Marissa – Journal of Management Education, 2018
This article is based first-person experience with experiential learning (EL) practices in an undergraduate introductory management course. We consider how a challenging EL activity, based on volunteering during recovery from a catastrophic flood event, exposed three shadow sides of EL. These shadow sides of EL, which often remain hidden to…
Descriptors: Experiential Learning, Management Development, Undergraduate Students, Introductory Courses
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Taylor, Vicki Fairbanks – Journal of Management Education, 2018
Experiential learning exercises have the potential to elicit emotional responses in students and instructors alike. This article takes an auto-ethnographic approach in detailing the author's experience facilitating a role-playing activity that triggered an unanticipated emotional reaction in a session participant. In the narrative, the author…
Descriptors: Role Playing, Experiential Learning, Emotional Response, Ethnography
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Ritter, Barbara A.; Small, Erika E.; Mortimer, John W.; Doll, Jessica L. – Journal of Management Education, 2018
The increased complexity of today's work environment has made the need for soft skills, such as teamwork, communication, leadership, and problem solving, more salient than ever. Employers hire for these skills because it is increasingly the human resources that give organizations a competitive advantage. Therefore, academia must respond to these…
Descriptors: Curriculum Design, Career Readiness, Job Skills, Skill Development
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