Dynamic workplaces demand continuous employee learning and development to keep up with current and effective organizational contexts. Action learning is among the most widely used and effective interventions for leadership and organizational development around the world. This timely book provides readers with the first comprehensive account of the history and evolution of action learning in South Korea, informing practitioners and researchers on the best practices of action learning and how they can be modified to fit different cultural contexts.

Unlike most literature on action learning, which focuses on implementation strategies in Western contexts, Trends and Issues in Action Learning Practice details a uniquely Korean perspective. South Korean companies engage actively in action learning programs as a tool for leadership and organization development, helping them adapt to global markets and a rapidly changing management environment. Key success factors from twenty years of South Korean action learning, presented through representative case studies and research conducted by both academics and professionals, highlight the importance of culture in action learning and provides readers with insights and advice for future international research and practice.

part I|20 pages

History of Action Learning

chapter 1|9 pages

Twenty Years of Action Learning

chapter 2|8 pages

Korea Action Learning Association

part II|49 pages

Action Learning Practice

chapter 3|7 pages

Two Types of Action Learning

chapter 4|13 pages

Action Learning for Leadership Development

chapter 6|5 pages

Key Success Factors

part III|53 pages

Action Learning Process

chapter 7|9 pages

Team Selection and Management

chapter 9|11 pages

Learning Coaches

chapter 10|15 pages

Managing Action Learning Process

part IV|20 pages

Trends and Issues

chapter 11|9 pages

Balance Issue

chapter 12|8 pages

Future Directions