NotesFAQContact Us
Collection
Advanced
Search Tips
Audience
Teachers2
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Showing 1 to 15 of 39 results Save | Export
Peer reviewed Peer reviewed
Direct linkDirect link
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
Peer reviewed Peer reviewed
Direct linkDirect link
Clapp-Smith, Rachel; Hammond, Michelle M.; Lester, Gretchen Vogelgesang; Palanski, Michael – Journal of Management Education, 2019
Empirical research suggests that focusing on one's identity as a leader may enhance ongoing leadership development. As a complement to traditional theory- and skills-based approaches to leader development, we offer an identity-based, multidomain approach to leadership development through a series of integrated in-class exercises. Specifically,…
Descriptors: Leadership Training, Identification (Psychology), Class Activities, Business Administration Education
Peer reviewed Peer reviewed
Direct linkDirect link
Morgan, Shona D.; Stewart, Alice C. – Journal of Management Education, 2019
The most recent recipient of the JME Lasting Impact Award, "Lessons from the Best and Worst Student Team Experiences: How a Teacher can make the Difference," by Bacon, Stewart, and Silver (1999) is an elegantly presented examination of how the set of decisions made by instructors regarding team assignments affect student experience. An…
Descriptors: Management Development, Teacher Role, Decision Making, Peer Evaluation
Peer reviewed Peer reviewed
Direct linkDirect link
Laing, Angus – Journal of Management Education, 2019
Deans and academic colleagues are collectively involved in the delivery of business education. Yet their perspectives on teaching and learning can vary significantly reflecting the distinctive position from which they view the process. The dean's perspective is shaped by external drivers and reference groups that are very different from those…
Descriptors: Deans, College Faculty, Administrator Attitudes, Teacher Administrator Relationship
Peer reviewed Peer reviewed
Direct linkDirect link
Hrivnak, George A. – Journal of Management Education, 2019
In this essay, I explore the topic of curriculum design in business and management education from the perspective of my current role as Associate Dean, Learning and Teaching. Using Biggs's constructive alignment as an organizing framework, I summarize a number of challenges for management educators and administrators in the design and evaluation…
Descriptors: Curriculum Design, Business Administration Education, Alignment (Education), Constructivism (Learning)
Peer reviewed Peer reviewed
Direct linkDirect link
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
Peer reviewed Peer reviewed
Direct linkDirect link
Ritter, Barbara A. – Journal of Management Education, 2019
This essay explores the similarities and differences between faculty and administrators related to the definition and applied practice of teaching and learning. It is concluded that there is much agreement in defining the construct from sources over time, from different levels and different disciplines in higher education. However, perspectives…
Descriptors: Teacher Effectiveness, Educational Practices, Administrator Attitudes, Deans
Peer reviewed Peer reviewed
Direct linkDirect link
Druckman, Daniel; Ebner, Noam – Journal of Management Education, 2018
Two approaches to the process of guided discovery learning are compared for their impacts on concept understanding. One, referred to as design, emphasizes invention and draws on the simulation literature. The other, referred to as case analysis, focuses on discovery and draws on the case-based reasoning literature. Following a lecture on four…
Descriptors: Discovery Learning, Administrator Education, Instructional Design, Case Method (Teaching Technique)
Peer reviewed Peer reviewed
Direct linkDirect link
Beenen, Gerard; Pichler, Shaun; Davoudpour, Shahin – Journal of Management Education, 2018
Employers and students concur that soft skills or interpersonal skills are critical to managerial success, yet we know little about how MBA program admissions professionals conceptualize and assess these skills in the context of global management education. Such practices have key implications for interpersonal skills curriculum and training in…
Descriptors: Interpersonal Competence, Masters Programs, Business Administration Education, Outcomes of Education
Peer reviewed Peer reviewed
Direct linkDirect link
Passarelli, Angela M.; Boyatzis, Richard E.; Wei, Hongguo – Journal of Management Education, 2018
Graduate management education seeks to enhance the likelihood that graduates will be effective leaders, managers, or professionals. This requires programs that are designed to enable students to develop the related competencies, and increasing regulatory pressures require programs to document evidence of success. However, both the design of…
Descriptors: Graduate Students, Masters Programs, Business Administration Education, Leadership Training
Peer reviewed Peer reviewed
Direct linkDirect link
Hillmann, Julia; Duchek, Stephanie; Meyr, Julian; Guenther, Edeltraud – Journal of Management Education, 2018
Managers play an important role in creating organizational resilience. In highly volatile and uncertain times they must employ long-term visioning, think in alternatives, and deal with complexity in order to promote organizational resilience capabilities. However, strategic management education has been criticized for not providing significant…
Descriptors: Administrator Education, Resilience (Psychology), Capacity Building, Experiential Learning
Peer reviewed Peer reviewed
Direct linkDirect link
Audebrand, Luc K.; Camus, Annie; Michaud, Valérie – Journal of Management Education, 2017
Although the paradox perspective is gaining increasing attention among management scholars, most of us continue to struggle with addressing this challenging topic in the classroom, as it seems out of reach for many students. In this article, we describe a potentially beneficial way to approach paradoxical thinking in management education: teaching…
Descriptors: Cooperatives, Business, Logical Thinking, Administrator Education
Peer reviewed Peer reviewed
Direct linkDirect link
Parris, Denise Linda; McInnis-Bowers, Cecilia – Journal of Management Education, 2017
Our objective was to design an introductory business course to shape the mind-sets and skill sets of the next generation of socially conscious practitioners--to help students develop a sense of self-efficacy built on the confidence that they can make a positive impact on the world using entrepreneurial thinking and action. Essentially, the focus…
Descriptors: Entrepreneurship, Social Responsibility, Course Content, Outcomes of Education
Peer reviewed Peer reviewed
Direct linkDirect link
Durant, Rita A.; Carlon, Donna M.; Downs, Alexis – Journal of Management Education, 2017
This article describes the results of the "Efficiency Challenge," a 10-week, Principles of Management course activity that uses reflection and goal setting to help students understand the concept of operational efficiency. With transformative learning theory as a lens, we base our report on 4 years' worth of student reflections regarding…
Descriptors: Introductory Courses, Administrator Education, Transformative Learning, Class Activities
Peer reviewed Peer reviewed
Direct linkDirect link
Miller, Richard J.; Maellaro, Rosemary – Journal of Management Education, 2016
Experiential learning alone does not guarantee that students will accurately conceptualize content, or meet course outcomes in subsequent active experimentation stages. In an effort to more effectively meet learning objectives, the experiential learning cycle was modified with a unique combination of the 5 Whys root cause problem-solving tool and…
Descriptors: Experiential Learning, Cooperative Learning, Problem Solving, Reflection
Previous Page | Next Page »
Pages: 1  |  2  |  3