Experiential Learning and the Acquisition of Managerial Tacit Knowledge

Dealing with customer misbehaviour

“…For example, Armstrong and Mahmud (2008) demonstrate that tacit knowledge is derived from several distinguishing characteristics such as knowledge that people do not know they have (Forsythe et al, 1998), and which resists articulation or introspection (Cooper and Sawaf, 1996;Morgan, 1986). In contrast with this view Boisot (1998) says that there are three 'quite distinct variants' of tacit knowledge: (1) 'Things that are not said because everybody understands them and takes them for granted'; (2) 'Things that are not said because nobody fully understands them.…”

Transformational Learning In Business Education: The Pivotal Role Of Experiential Learning Projects

“…It defines experiential learning as "the process whereby knowledge is created through the transformation of experience" (Kolb, 1984, p. 41). In order to yield effective learning, a new experience needs to be acted upon by analyzing and assessing its meaning and by relating it to past experiences and previously acquired knowledge (Armstrong & Mahmud, 2008;Wight, 1970). As such, the experience has a "transformational" impact on the learner to the extent that it becomes integrated into the student's "system" of previously acquired constructs and subsequently functions as the lens through which the student observes, interprets, evaluates, and approaches new experiences (Wight, 1970).…”

The relationship between Kolb's experiential learning styles and Big Five personality traits in international managers

“…This interest is driven by recent attention to the influence of Kolb's Experiential Learning Theory (ELT) (1984) on international management. Studies include the influence of learning style on cultural intelligence of global managers (Li, Mobley & Kelly, 2013), acquisition of managerial tacit knowledge (Armstrong & Mahmud, 2008) , cross-cultural learning and competencies of expatriate managers (Yamazaki & Kayes, 2004), and expatriate management training effectiveness (Lee & Li, 2008). Further investigation into the degree to which Kolb's experiential learning styles overlap with personality traits that have been more widely studied in international management literature could provide insights into whether experiential learning styles should be applied to the assessment, selection, training and development of international managers.…”