This paper is designed to outline a case of innovative teaching practice in a UK Business School. The author has taught the management of change to final year undergraduates for almost ten years. Over that time she has become increasingly persuaded by a) social constructionist ideas of learning 'in relation', and b) social constructionist challenges to rational models of organising, decision-making and change.
|Number of pages||8|
|Journal||The International Journal of Knowledge, Culture and Change Management|
|Publication status||Published - 2007|
- Managing Change
- Case study