Facilitating the facilitators of action learning in China: practices and prospects

References

• Abbott, C., and P. Taylor. 2013. Action Learning in Social Work. London: Sage.
   Google Scholar
• Bandura, A. 1977. Social Learning Theory. Englewood Cliffs. London: Prentice-Hall.
   Google Scholar
• Braun, V., and V. Clarke. 2006. “Using Thematic Analysis in Psychology.” Qualitative Research in Psychology 3 (2): 77–101. doi: 10.1191/1478088706qp063oa
   Google Scholar
• Braun, V., and V. Clarke. 2013. Successful Qualitative Research. London: Sage.
   Google Scholar
• Brook, C., and C. Milner. 2014. “‘I Have no English Friends’: Some Observations on the Practice of Action Learning with International Business Students.” Action Learning: Research and Practice 11 (2): 225–232. doi: 10.1080/14767333.2014.909183
   Google Scholar
• Brook, C., M. Pedler, and J. Burgoyne. 2012. “Some Debates and Challenges in the Literature on Action Learning: The State of the art Since Revans.” Human Resource Development International 15 (3): 269–282. doi: 10.1080/13678868.2012.687926
   Google Scholar
• Burger, U., and K. Trehan. 2018. “Action Learning in East Africa: New Encounters or Impossible Challenges.” Action Learning: Research and Practice 15 (2): 126–138. doi: 10.1080/14767333.2018.1462144
   Web of Science ®Google Scholar
• Casey, D. 1976. “The Role of the Set Adviser.” In Action Learning in Practice. 4th ed., edited by M. Pedler, 77–93. London: Routledge.
   Google Scholar
• Coughlan, P., and D. Coghlan. 2011. Collaborative Improvement Through Network Action Learning. Cheltenham: Edward Elgar.
   Google Scholar
• Creswell, J. W., and C. N. Poth. 2018. Qualitative Inquiry and Research Design Choosing among Five Approaches. 4th ed. Thousand Oaks: Sage.
   Google Scholar
• Fan, Y. 1998. “The Transfer of Western Management to China: Context, Content and Constraints.” Management Learning 29 (2): 201–221. doi: 10.1177/1350507698292005
   Web of Science ®Google Scholar
• Flowers, S., and S. Reeve. 2002. “Management Education and Development through the application of the Knowledge-Fusion Method.” International Journal of Management Education 2.
   Google Scholar
• Grbich, C. 2007. Qualitative Data Analysis: An Introduction. London: Sage.
   Google Scholar
• Heron, J. 1999. The Complete Facilitator's Handbook. London: Kogan Page.
   Google Scholar
• Hofstede, G. 1980. Culture's Consequences: International Differences in Work-Related Values. Riverside County: Sage.
   Google Scholar
• Hogan, C. 2002. Understanding Facilitation: Theory & Principles. London: Kogan Page.
   Google Scholar
• Kennedy, P. 2002. “Learning Cultures and Learning Styles: Myth-Understandings about Adult (Hong Kong) Chinese Learners.” International Journal of Lifelong Education 21 (5): 430–445. doi: 10.1080/02601370210156745
   Google Scholar
• Kiser, A. G. 1998. Masterful Facilitation: Becoming a Catalyst for Meaningful Change. Amacom.
   Google Scholar
• Lamb, P., and G. Currie. 2011. “Eclipsing Adaptation: The Translation of the US MBA Model in China.” Management Learning 43 (2): 217–230. doi: 10.1177/1350507611426533
   Web of Science ®Google Scholar
• Marquardt, M. 2004. Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time. California: Davies-Black.
   Google Scholar
• Marquardt, M. 2015. “Action Learning in China.” Action Learning: Research and Practice 12 (3): 325–333. doi: 10.1080/14767333.2015.1094619
   Web of Science ®Google Scholar
• Marquardt, M., and D. Waddill. 2004. “The Power of Learning in Action Learning: A Conceptual Analysis of how the Five Schools of Adult Learning Theories are Incorporated within the Practice of Action Learning.” Action Learning: Research and Practice 1 (2): 185–202. doi: 10.1080/1476733042000264146
   Google Scholar
• Mughal, F., C. Gatrell, and V. Stead. 2018. “Cultural Politics and the Role of the Action Learning Facilitator: Analysing the Negotiation of Critical Action Learning in the Pakistani MBA Through a Bourdieusain Lens.” Management Learning 49 (1): 69–85. doi: 10.1177/1350507617740273
   Web of Science ®Google Scholar
• Nguyen, P.-M., C. Terlouw, and A. Pilot. 2006. “Culturally Appropriate Pedagogy: the Case of Group Learning in Confucian Heritage Culture Context.” Intercultural Education 17 (1): 1–19. doi: 10.1080/14675980500502172
   Google Scholar
• O’Neil, J., and V. Marsick. 2014. “Action Learning Coaching.” Advances in Developing Human Resources 16 (2): 202–221. doi: 10.1177/1523422313520202
   Google Scholar
• Pedler, M., and C. Abbott. 2008a. “Am I Doing it Right? Facilitating Action Learning for Service Improvement.” Leadership in Health Services 21 (3): 185–199. doi: 10.1108/17511870810893010
   Google Scholar
• Pedler, M., and C. Abbott. 2008b. Facilitating Action Learning: A Practitioners Guide. Maidenhead: McGraw Hill.
   Google Scholar
• Pedler, M., and C. Abbott. 2013. Facilitating Action Learning. A Practitioner's Guide. Maidenhead: Open University Press.
   Google Scholar
• Pedler, M., and J. Burgoyne. 2008. Participative Inquiry and Practice. 2nd ed. London: Sage.
   Google Scholar
• Pedler, M., J. Burgoyne, and C. Brook. 2005. “What has Action Learning Learned to Become?” Action Learning: Research & Practice 2 (1): 49–68. doi: 10.1080/14767330500041251
   Google Scholar
• Polanyi, M. 1967. The Tacit Dimension. New York: Doubleday.
   Google Scholar
• Revans, R. 1998. The ABC of Action Learning. London: Lemos & Crane.
   Google Scholar
• Rigg, C. 2008. “Action Learning for Organizational and Systemic Development: Towards a ‘Both-And’ Understanding of ‘I’ and ‘we’.” Action Learning: Research and Practice 5 (2): 105–116. doi: 10.1080/14767330802185616
   Google Scholar
• Rigg, C., and S. Richards. 2006. Action Learning, Leadership and Organisational Development in Public Services. London: Routledge.
   Google Scholar
• Rigg, C., and K. Trehan. 2004. “Reflections on Working with Critical Action Learning.” Action Learning: Research and Practice 1 (2): 149–165. doi: 10.1080/1476733042000264128
   Google Scholar
• Rogers, J. 2010. Facilitating Groups. Maidenhead: McGraw-Hill.
   Google Scholar
• Sanyal, C. 2018. “Learning, Action and Solutions in Action Learning: Investigation of Facilitation Practice Using the Concept of Living Theories.” Action Learning: Research and Practice 15 (1): 3–17. doi: 10.1080/14767333.2017.1364223
   Web of Science ®Google Scholar
• Saunders, M., and P. Lewis. 2012. Doing Research in Business & Management: An Essential Guide to Planning Your Project. Essex: Pearson.
   Google Scholar
• Sturdy, A., and Y. Gabriel. 2000. “Missionaries, Mercenaries or Car Salesmen? MBA Teaching in Malaysia.” Journal of Management Studies 37 (7): 979–1002. doi: 10.1111/1467-6486.00213
   Web of Science ®Google Scholar
• Thornton, K., and P. Yoong. 2011. “The Role of the Blended Action Learning Facilitator: An Enabler of Learning and a Trusted Inquisitor.” Action Learning: Research and Practice 8 (2): 129–146. doi: 10.1080/14767333.2011.581021
   Google Scholar
• Trehan, K., and C. Rigg. 2013. “The Paradox of Facilitation in Action Learning.” Action Learning: Research and Practice 10 (3): 211–213. doi: 10.1080/14767333.2013.840069
   Google Scholar
• Vince, R. 2004. “Action Learning and Organisational Learning: Power, Politics, and Emotion in Organisations.” Action Learning: Research and Practice 1: 63–78. doi: 10.1080/1476733042000187628
   Google Scholar
• Vince, R. 2012. “The Contradictions of Impact: Action Learning and Power in Organizations.” Action Learning: Research and Practice 9 (3): 209–218. doi: 10.1080/14767333.2012.722356
   Google Scholar
• Wang, J., and M. Bloodworth. 2016. “First Time Facilitator’s Experience: Designing and Facilitating an Action Learning Programme in China.” Action Learning: Research and Practice 13 (2): 176–183. doi: 10.1080/14767333.2016.1170979
   Web of Science ®Google Scholar
• Willis, V. 2004. “Inspecting Cases Against Revans’ ‘Gold Standard’ of Action Learning.” Action Learning: Research and Practice 1 (1): 11–27. doi: 10.1080/1476733042000187592
   Google Scholar
• Yolles, M., P. Iles, and K. Guo. 2006. “Culture and Transformational Change with China’s Accession to the WTO.” Journal of Technology Management in China 1 (2): 147–158. doi: 10.1108/17468770610670956
   Google Scholar