“Real time” experiential learning for managers appears to be taxing on the emotions and tough on the nerves. How readily can this be changed by equipping managers to learn more congenially? It is argued that such a mission borders on the impossible. Some of the psychological and cultural...

Management competences significant for large and medium‐size companies in the West may not be universally applicable. Describes which qualitative, inductive approaches were used to identify competences important in expanding smaller businesses in a particular locality (Hong Kong). Identifies...

Research suggests that learning at work involves needless psychological distress among managers. It is proposed that management educators make it a priority to equip managers to adopt better learning practices. A picture of learning practices at work that promise to be “emotionally better”...