David Coghlan teaches organization development and action research at the University of Dublin, Trinity College. Tony Dromgoole is director of public and degree programmes at the Irish Management Institute and is director of the joint Irish Management Institute/University of Dublin Masters in Management Practice.Pat Joynt is Professor of Management Development at Henley Management College and Professor of International Management at the Bodo Graduate School of Business in northern Norway.Peter Sorensen is director of the PhD programme in Organization Development at Benedictine University, Illinois, USA.

• Part I: Managers Learning in Action 1. Learning to Change 2. Interorganisational Relationship Transformation in a Global Virtual Community 3. Taking Charge of a Mature Family Business 4. Whose Life Is It Anyway? Managing the Psychological Contract 5. A Managers' Model for Assessing and Understanding 360 Degree Survey Feedback Effects on Teams 6. Rejuvenating a Mature Service Organisation 7. Improving Influence and Performance in a Multinational Subsidiary 8. Living Up to Expectations: Unexpected Possibilities, Unexpected Benefits 9. The Dominant Factors for Creating Trusting Relationships between Supervisors and Subordinates in a Quasi-Government Agency Part 2: Management Learning, Research and Education 10. Developing Managers not Analysts: Action Learning-Based Degree Programmes for Managers 11. Managers' Learnings in Action: The Scholar-Practitioner, Organization Development and Action Research 12. MBRR (Management by Research Results) 13. Managers as Learners and Researchers

David Coghlan teaches organization development and action research at the University of Dublin, Trinity College. Tony Dromgoole is director of public and degree programmes at the Irish Management Institute and is director of the joint Irish Management Institute/University of Dublin Masters in Management Practice.Pat Joynt is Professor of Management Development at Henley Management College and Professor of International Management at the Bodo Graduate School of Business in northern Norway.Peter Sorensen is director of the PhD programme in Organization Development at Benedictine University, Illinois, USA.

• Part I: Managers Learning in Action 1. Learning to Change 2. Interorganisational Relationship Transformation in a Global Virtual Community 3. Taking Charge of a Mature Family Business 4. Whose Life Is It Anyway? Managing the Psychological Contract 5. A Managers' Model for Assessing and Understanding 360 Degree Survey Feedback Effects on Teams 6. Rejuvenating a Mature Service Organisation 7. Improving Influence and Performance in a Multinational Subsidiary 8. Living Up to Expectations: Unexpected Possibilities, Unexpected Benefits 9. The Dominant Factors for Creating Trusting Relationships between Supervisors and Subordinates in a Quasi-Government Agency Part 2: Management Learning, Research and Education 10. Developing Managers not Analysts: Action Learning-Based Degree Programmes for Managers 11. Managers' Learnings in Action: The Scholar-Practitioner, Organization Development and Action Research 12. MBRR (Management by Research Results) 13. Managers as Learners and Researchers

David Coghlan teaches organization development and action research at the University of Dublin, Trinity College. Tony Dromgoole is director of public and degree programmes at the Irish Management Institute and is director of the joint Irish Management Institute/University of Dublin Masters in Management Practice.Pat Joynt is Professor of Management Development at Henley Management College and Professor of International Management at the Bodo Graduate School of Business in northern Norway.Peter Sorensen is director of the PhD programme in Organization Development at Benedictine University, Illinois, USA.

• Part I: Managers Learning in Action 1. Learning to Change 2. Interorganisational Relationship Transformation in a Global Virtual Community 3. Taking Charge of a Mature Family Business 4. Whose Life Is It Anyway? Managing the Psychological Contract 5. A Managers' Model for Assessing and Understanding 360 Degree Survey Feedback Effects on Teams 6. Rejuvenating a Mature Service Organisation 7. Improving Influence and Performance in a Multinational Subsidiary 8. Living Up to Expectations: Unexpected Possibilities, Unexpected Benefits 9. The Dominant Factors for Creating Trusting Relationships between Supervisors and Subordinates in a Quasi-Government Agency Part 2: Management Learning, Research and Education 10. Developing Managers not Analysts: Action Learning-Based Degree Programmes for Managers 11. Managers' Learnings in Action: The Scholar-Practitioner, Organization Development and Action Research 12. MBRR (Management by Research Results) 13. Managers as Learners and Researchers