Implicit Learning Theories as Determinants of the Effect of Management Development Programmes

Abstract

In this paper we are concerned with the question: what is it about management development programmes that determines what effect they have, in terms of the learning that people take away from them? This question, and our attempt to contribute to an answer to it, will be of interest to all those who are directly or indirectly concerned with designing such programmes (we use the term ‘management development programmes’ to denote any form of event intended to influence management performance through a learning process).