Abstract
The use of action learning as a method of developing leadership learning has been conducted by researchers as much. Most of them lead to achieving positive outcomes for the organization. Organizations need to understand that positive outcomes for members of the organization will be more effective in encouraging the creation of a learning organization. Because learning is a collective process, so how the quality of individual learning processes that can drive group and organizational learning becomes an issue that is no less important. The leader has a strategic role to ensure the effectiveness of the learning process. Therefore, studies on learning need to focus on the process, not the learning outcomes. This paper illustrates how the action learning concept can be a theoretical basis for the development of learning agility into a novelty concept of collaborative agility capital as more specific leader learning competencies. Furthermore, the implications for the development of measurement instruments are also discussed.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bandura, A.: Social Learning Theory, Morristown (1971)
De Meuse, K.P., Dai, G., Hallenbeck, G.S.: Learning agility: a construct whose time has come. Consult. Psychol. J. Pract. Res. 62(2), 119 (2010)
DeRue, D.S., Ashford, S.J., Myers, C.G.: Learning agility: in search of conceptual clarity and theoretical grounding. Ind. Organ. Psychol. 5(3), 258–279 (2012)
Dilworth, R.L., Willis, V.J.: Action Learning: Images and Pathways. Krieger, Malabar (2003)
Eichinger, R.W., Lombardo, M.M.: Learning agility as a prime indicator of potential. People Strategy 27(4), 12 (2004)
Hislop, D.: Knowledge Management in Organizations: A Critical Introduction, 3rd edn. Oxford University Press, Oxford (2013)
Lombardo, M.M., Eichinger, R.W.: High potentials as high learners. Hum. Resour. Manag. 39(4), 321–329 (2000)
Marquardt, M.J.: Using action learning with multicultural groups. Perform. Improv. Q. 11(1), 112–127 (1998)
Marquardt, M.J.: Action learning in action: transforming problems and people for world-class organizational learning. Davies-Black, Palo Alto (1999)
Marquardt, M.J.: Developing global leaders via action learning programs: a case study at Boeing. Thai J. Public Adm. 3(3), 133–157 (2003)
Marquardt, M.J.: Optimizing the Power of Action Learning. Davies Black, Palo Alto (2004)
Marquardt, M., Banks, S.: Theory to practice: action learning. Adv. Dev. Hum. Resour. 12(2), 159–162 (2010)
Pedler, M.: Action Learning in Practice. Gower, London (1997)
Pedler, M., Burgoyne, J., Brook, C.: What has action learning learned to become? Action Learn. Res. Pract., 49–68 (2005)
Richards, S.: New public policy paradigm–new leadership. In: Action Learning, Leadership and Organizational Development in Public Services, pp. 29–39. Routledge (2006)
Rigg, C., Richards, S.: Action Learning, Leadership and Organizational Development in Public Services. Routledge (2006)
Vince, R.: Action learning and organizational learning: power, politics and emotions in organizations. Action Learn. 1(1), 63–78 (2004)
Waddill, D.: Action e-learning: the impact of action learning on the effectiveness of a management-level web-based instruction course. Paper presented at the AHRD 2005 International Research Conference, Estes Park, Colorado (2005)
Wikaningrum, T., Sulistyo, H., Ghozali, I., Yuniawan, A.: Collaborative agility capital: a conceptual novelty to support knowledge management. In Conference on Complex, Intelligent, and Software Intensive Systems, pp. 972–980. Springer, Cham (2019)
Yorks, L., O’Neil, J., Marsick, V.J.: Action Learning: Successful Strategies for Individual, Team, and Organizational Development. Berrett Koehler, San Francisco (1999)
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 Springer Nature Switzerland AG
About this paper
Cite this paper
Wikaningrum, T. (2021). Collaborative Agility Capital: Concept and Development of Action Learning. In: Barolli, L., Poniszewska-Maranda, A., Enokido, T. (eds) Complex, Intelligent and Software Intensive Systems. CISIS 2020. Advances in Intelligent Systems and Computing, vol 1194. Springer, Cham. https://doi.org/10.1007/978-3-030-50454-0_47
Download citation
DOI: https://doi.org/10.1007/978-3-030-50454-0_47
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-50453-3
Online ISBN: 978-3-030-50454-0
eBook Packages: Intelligent Technologies and RoboticsIntelligent Technologies and Robotics (R0)