The impact of a dual-project action learning program: A case of a large IT manufacturing company in South Korea

Hyung Joon Yoon, Yonjoo Cho, Hyeon Cheol Bong

Research output: Contribution to journalReview article

4 Citations (Scopus)

Abstract

The primary purpose of this article is to evaluate the impact of a dual-project action learning program (DPALP) conducted in South Korea. A dual-project program requires each participant to carry out both team and individual projects. Cho and Egan's [2009. Action learning research: A systematic review and conceptual framework. Human Resource Development Review 8: 431-62] four dimensions of action learning are employed as an analytical framework for this case study. Accordingly, this article reports the antecedents, process, proximal outcomes, and distal outcomes of the DPALP. This article further examines the effectiveness of the program in the following areas: (a) key areas of learning, (b) increased level of business awareness, (c) increased level of leadership competencies through pre- and post-360-degree assessments, and (d) return on investment of the business results achieved through team projects. The analyses revealed that the DPALP had an impact on individuals' learning, business awareness, leadership competencies, and solving of team and organizational issues. Further research and practice need to be accumulated to validate the effects of the DPALP in other settings.

Original languageEnglish (US)
Pages (from-to)225-246
Number of pages22
JournalAction Learning: Research and Practice
Volume9
Issue number3
DOIs
StatePublished - Nov 1 2012

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South Korea
manufacturing
learning
leadership
human resources development
Action learning
Manufacturing companies
Leadership competencies

All Science Journal Classification (ASJC) codes

  • Education
  • Business, Management and Accounting(all)

Cite this

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abstract = "The primary purpose of this article is to evaluate the impact of a dual-project action learning program (DPALP) conducted in South Korea. A dual-project program requires each participant to carry out both team and individual projects. Cho and Egan's [2009. Action learning research: A systematic review and conceptual framework. Human Resource Development Review 8: 431-62] four dimensions of action learning are employed as an analytical framework for this case study. Accordingly, this article reports the antecedents, process, proximal outcomes, and distal outcomes of the DPALP. This article further examines the effectiveness of the program in the following areas: (a) key areas of learning, (b) increased level of business awareness, (c) increased level of leadership competencies through pre- and post-360-degree assessments, and (d) return on investment of the business results achieved through team projects. The analyses revealed that the DPALP had an impact on individuals' learning, business awareness, leadership competencies, and solving of team and organizational issues. Further research and practice need to be accumulated to validate the effects of the DPALP in other settings.",
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The impact of a dual-project action learning program : A case of a large IT manufacturing company in South Korea. / Yoon, Hyung Joon; Cho, Yonjoo; Bong, Hyeon Cheol.

In: Action Learning: Research and Practice, Vol. 9, No. 3, 01.11.2012, p. 225-246.

Research output: Contribution to journalReview article

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