Examines the differences between the actions that Turkish and American students would take when they were confronted with conflict. Students received two cases describing an organizational setting. They were asked to place themselves in the situation of a member in conflict with a peer in the...

Describes one of three reports submitted under Durham University/Northern Regional Management Centre′s competence‐based MBA – Directing and Developing Subordinates. The Management Learning Contracts approach required: assessment of self; selection of learning objectives (McBer Competences)...

Describes the use of management learning contracts (MLC) for an MBA degree. While Part 1 described setting up the learning contract, Part 2 reports on the concepts, activities and assessment of learning taking place.

Presents the results of a survey of young British managers studying for their MBA about their views on the knowledge and skills needed to manage effectively across international boundaries. Presents respondents′ views on learning such knowledge and skills through traditional taught courses and...

Describes the early stages of university executive education, including MBA and non‐degree executive development programmes, and gives examples of early in‐house executive education. Examines the current university EMBA and speciality programmes and today’s in‐house facilities. Sets out...

Introduces business education by distance learning. Discusses the historical background and emergence of distance learning. Describes a set of procedures used by Heriot‐Watt University, Edinburgh. Concludes that routes to higher education can be met by new methodologies including distance...

Purpose – The paper aims to present and discuss research findings on the relationship between culture and learning styles, as defined by Honey and Mumford, and the potential implications for both hospitality management education as well as for the training and career development of...

Purpose – The purpose of this paper is to describe the development and delivery of a talent‐development program that cuts across cultural expectations and challenges the learning styles of the participants. Design/methodology/approach – Draws on the global experience of ChangeMaker...

Discusses the effectiveness of different training approaches in other cultures. Highlights differing learning preferences in different societies. Proposes that traineers in nations which contain a lack of individuality or confucianism prefer more teacher centred methods to those with an emphasis...

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management culture that is basically Western and, more specifically, American. Attempts to test this hypothesis by examining...