Marquardt, M. J.; Leonard, H. S.; Freedman, A. M. & Hill, C. C. (2009). Action learning for development leaders and organizations. Principles, strategies, and cases. Washington: American Psychological Association, 313 pp.

Autores/as

  • Arturo Solf-Zárate

DOI:

https://doi.org/10.26439/persona2010.n013.271

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Referencias

Marsick. V. J. & Watkins, K. (1999). Facilitating learning organizations. Making learning count. Vermont: Gower.

McCauley, C. D. (2006). Developmental assignments: Creating learning experiences without changing jobs. Greensboro, NC: Center for Creative Leadership.

O´Neil, J. & Marsick, V. J. (2007). Understanding action learning. Nueva York: AMA.

Raelin, J. A. (2008). Work-Based learning. Bridging knowledge and action in the workplace. San Francisco: Jossey-Bass.

Yost, P. R. & Plunket, M. M. (2009). Real time leadership development. Chichester: Wiley-Blackwell.

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Publicado

2010-03-19

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Cómo citar

Marquardt, M. J.; Leonard, H. S.; Freedman, A. M. & Hill, C. C. (2009). Action learning for development leaders and organizations. Principles, strategies, and cases. Washington: American Psychological Association, 313 pp. (2010). Persona, 13(013), 181-184. https://doi.org/10.26439/persona2010.n013.271