Managers' Learning in a UK Local Authority: The Political Context of an In-house MBA
研究英国地方政府内部MBA项目如何试图促进管理者集体学习，但受政治背景和新公共管理政策影响，学习仍停留在个人层面。
Public sector learning is often described as individualistic and operational. This article investigates an in-house MBA that was created explicitly to promote collective learning among managers in a UK local authority. The MBA was envisaged as an innovative programme and incorporated situated learning theory and reflective practice into its teaching and learning strategy. It failed, however, to achieve its aim and managers' learning remained focused on individual competencies. This is because the political context of a UK local authority is an impediment to collective learning. In particular, new public management initiatives such as `Best Value' and `Public Private Partnership' prevented collaboration between individual managers and departments.