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Managers' learning in a UK local authority: the political context of an in-house MBA

Thursfield, Denise

Authors

Denise Thursfield D.Thursfield@hull.ac.uk



Abstract

Public sector learning is often described as individualistic and operational. This article investigates an in-house MBA that was created explicitly to promote collective learning among managers in a UK local authority. The MBA was envisaged as an innovative programme and incorporated situated learning theory and reflective practice into its teaching and learning strategy. It failed, however, to achieve its aim and managers' learning remained focused on individual competencies. This is because the political context of a UK local authority is an impediment to collective learning. In particular, new public management initiatives such as 'Best Value' and 'Public Private Partnership' prevented collaboration between individual managers and departments.

Journal Article Type Article
Publication Date 2008-07
Journal MANAGEMENT LEARNING
Print ISSN 1350-5076
Electronic ISSN 1461-7307
Publisher SAGE Publications
Peer Reviewed Peer Reviewed
Volume 39
Issue 3
Pages 295-309
APA6 Citation Thursfield, D. (2008). Managers' learning in a UK local authority: the political context of an in-house MBA. Management Learning, 39(3), (295-309). doi:10.1177/1350507608090878. ISSN 1350-5076
DOI https://doi.org/10.1177/1350507608090878
Keywords Management of Technology and Innovation; Strategy and Management; General Decision Sciences
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