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

Thursfield, Denise

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.

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. https://doi.org/10.1177/1350507608090878

• Journal Article Type: Article
• Acceptance Date: Jul 31, 2008
• Publication Date: 2008-07
• Journal: MANAGEMENT LEARNING
• Print ISSN: 1350-5076
• Publisher: SAGE Publications
• Peer Reviewed: Peer Reviewed
• Volume: 39
• Issue: 3
• Pages: 295-309
• DOI: https://doi.org/10.1177/1350507608090878
• Keywords: Management of Technology and Innovation; Strategy and Management; General Decision Sciences
• Public URL: https://hull-repository.worktribe.com/output/395974