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Article in Journal ()

Researching Situated Learning: Participation, Identity and Practices in Client—Consultant Relationships

Citation
Handley K, Clark T, Fincham R & Sturdy A (2007) Researching Situated Learning: Participation, Identity and Practices in Client—Consultant Relationships, Management Learning, 38 (2), pp. 173-191.

Abstract
Situated learning theory has emerged as a radical alternative to conventional cognitivist theories of knowledge and learning, emphasising the relational and structural aspects of learning as well as the dynamics of identity construction. However, although many researchers have embraced the theoretical strengths of this perspective, methodological and operational issues remain undeveloped in the literature. This paper seeks to address these deficiencies by developing a conceptual framework informed by situated learning theory and by investigating the methodological implications. The framework is applied in the context of an empirical study of how management consultants learn the practices and identities appropriate to client-consultant projects. By presenting two vignettes and interpreting them using the conceptual framework, we show how learning is regulated by the consulting firm as well as individuals themselves, and that, paradoxically, 'failure to learn' may be an outcome of consultants' efforts to construct a coherent sense of self.

Keywords
Situated learning; consultancy; methodology; communities of practice; identity

Subject headings
Consultants Case studies; Business consultants Case studies; Organizational effectiveness Case strudies; Learning, Psychology of

StatusPublished
AuthorsHandley Karen, Clark Timothy, Fincham Robin, Sturdy Andrew
Publication date04/2007
PublisherSage
ISSN 1350-5076
LanguageEnglish

Journal
Management Learning: Volume 38, Issue 2 (2007-04)

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