Michael Reynolds & John G Burgoyne 
Management Learning [PDF ebook] 
Integrating Perspectives in Theory and Practice

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 Mc Connell
Lessons from Informal and Incidental Learning — Victoria Marsick and Karen Watkins
Towards a Critical Management Pedagogy — Michael Reynolds
Reconstruction
Looking Forward

John Burgoyne is now semi-retired from the Department of Management Learning and Leadershi at Lancaster University. He is a visiting Professor at University Campus Suffolk, an Associate at Ashridge and Henley Business Schools, and a Trustee at Brathay Trust.