Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.

Introduction
PART ONE: MAKING SENSE OF MANAGEMENT LEARNING
From Management Education and Development to the Study of Management Learning - Stephen Fox
Research Traditions in Management Learning - Mark Easterby-Smith and Richard Thorpe
The Arena Thesis - John Burgoyne and Brad Jackson
Process Philosophy and Management Learning - Robert Chia
Cultivating `Foresight in Management
Groups, Groupwork and Beyond - Richard Boot and Michael Reynolds
PART TWO: BEING CRITICAL
Problematical Premises, Presumptions, Presuppositions and Practices in Management Education and Training - Ian Cunningham and Graham Dawes
The Gender Agenda - Richard Boot and Morgan Tanton
Passion, Perspective and Project
Management Learning as Discourse - Norman Fairclough and Ginny Hardy
Critical Action Learning - Hugh Willmott
PART THREE: VALUES AND PURPOSES
Management Learning Perspectives on Business Ethics - Robin Snell
The Developmental Approach - Monica Lee
A Critical Reconsideration
New Technology and Management Learning - Vivien Hodgson
Accepting the Challenge
Collaborative and Self-Reflective Forms of Inquiry in Management - Judi Marshall and Peter Reason
PART FOUR: DEVELOPMENTS IN DESIGN
Interpreting Action Learning - Mike Pedler
The Internationalization of Management Learning - Anna Lorbiecki
Towards a Radical Perspective
Computer Support for Management Learning - David McConnell
Lessons from Informal and Incidental Learning - Victoria Marsick and Karen Watkins
Towards a Critical Management Pedagogy - Michael Reynolds
Reconstruction
Looking Forward