Outdoor Management Development is a concept, based on experiential learning theory, and combines several tasks and activities conducted in the outdoors, with the purpose of facilitating management development and improving organizational processes. The mainstream literature is primarily concerned with the effectiveness of training programmes and the quantifiable observation of performance. Thus, it is strongly biased towards positivism and functionalism. The purpose of our paper is to provide an overview of the literature, and to develop a critical perspective on the concept. We argue that Outdoor
Management Development must not be seen as a neutral management tool, but is subject to specific social and political contexts. It should be seen as an emergent process and approached with reflexive awareness. We argue that reflexive practice may be capable of dealing with the issues of context, politics and process, we are discussing throughout the critical part of this paper.
Table of contents
Abstract
Introduction
The state of the field
What makes OMD so powerful?
The historical roots of OMD
What is OMD?
The objectives of OMD
Characteristics of an effective OMD programme
Different types of OMD programmes
Organizational factors of success and potential barriers to learning transfer
Towards a critical perspective
Against a purely functionalist and technocratic view of OMD
Against a decontextualised view of OMD
Against a depoliticised view of OMD
Towards a processual understanding of OMD
Reflection, reflexive practice, and their implications for OMD: Some conclusive remarks
References
-
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X.