Paul Coughlan, Associate Professor and David Coghlan, Professor Emeritus, Trinity Business School, Trinity College Dublin, Ireland

• Contents: 1. Overture Part I: The Domains 2. Collaborative Strategic Improvement 3. Learning in and Between Organizations 4. Action Learning in and Between Organizations 5. Intermission: The State of Our Understanding Part II: Learning in Action 6. Collaborative Strategic Improvement Action Learning Programme Design 7. Effecting Collaborative Operational Strategic Improvement through Network Action Learning in a Non-Contractual Setting 8. Effecting Collaborative Strategic Improvement in the Contractual Setting of an Extended Manufacturing Enterprise Part III: Consolidation 9. Realizing Sustainable Strategic Improvement 10. Guidelines for Realizing Sustainable Strategic Improvement 11. Action Learning Research in Inter-organizational Settings 12. Finale References Appendices Index

’Coughlan and Coghlan has advanced the field of action learning to an even higher and more powerful level in this great book. The authors provide clear guidance on how to strategically and systemically improve an organization through network action learning. The book is filled with examples of how a disciplined approach to action learning that both learning and action focused, with cognitive, structural and procedural dimensions, can lead to successful learning organizations.’

Paul Coughlan, Associate Professor and David Coghlan, Professor Emeritus, Trinity Business School, Trinity College Dublin, Ireland

• Contents: 1. Overture Part I: The Domains 2. Collaborative Strategic Improvement 3. Learning in and Between Organizations 4. Action Learning in and Between Organizations 5. Intermission: The State of Our Understanding Part II: Learning in Action 6. Collaborative Strategic Improvement Action Learning Programme Design 7. Effecting Collaborative Operational Strategic Improvement through Network Action Learning in a Non-Contractual Setting 8. Effecting Collaborative Strategic Improvement in the Contractual Setting of an Extended Manufacturing Enterprise Part III: Consolidation 9. Realizing Sustainable Strategic Improvement 10. Guidelines for Realizing Sustainable Strategic Improvement 11. Action Learning Research in Inter-organizational Settings 12. Finale References Appendices Index

’Coughlan and Coghlan has advanced the field of action learning to an even higher and more powerful level in this great book. The authors provide clear guidance on how to strategically and systemically improve an organization through network action learning. The book is filled with examples of how a disciplined approach to action learning that both learning and action focused, with cognitive, structural and procedural dimensions, can lead to successful learning organizations.’

Paul Coughlan, Associate Professor and David Coghlan, Professor Emeritus, Trinity Business School, Trinity College Dublin, Ireland

• Contents: 1. Overture Part I: The Domains 2. Collaborative Strategic Improvement 3. Learning in and Between Organizations 4. Action Learning in and Between Organizations 5. Intermission: The State of Our Understanding Part II: Learning in Action 6. Collaborative Strategic Improvement Action Learning Programme Design 7. Effecting Collaborative Operational Strategic Improvement through Network Action Learning in a Non-Contractual Setting 8. Effecting Collaborative Strategic Improvement in the Contractual Setting of an Extended Manufacturing Enterprise Part III: Consolidation 9. Realizing Sustainable Strategic Improvement 10. Guidelines for Realizing Sustainable Strategic Improvement 11. Action Learning Research in Inter-organizational Settings 12. Finale References Appendices Index

’Coughlan and Coghlan has advanced the field of action learning to an even higher and more powerful level in this great book. The authors provide clear guidance on how to strategically and systemically improve an organization through network action learning. The book is filled with examples of how a disciplined approach to action learning that both learning and action focused, with cognitive, structural and procedural dimensions, can lead to successful learning organizations.’