From business driven action learning to action science - a review and assessment

A selection of the cases included in Boshry (2000, 2002) are summarised and conclusions drawn regarding the nature of the processes employed. Revons's version of action learning is reviewed. The fundamental case for the importance of action learning and action research in business is reviewed, and action research and action science are defined and their relationships with action learning explored. Checkland's soft systems methodology is reviewed and its links to Argyris's action science made explicit. The contribution of C.S. Peirce to action research in management is explored. Conclusions are drawn concerning the relationship of action learning, action research and action science to the management process as it relates to open systems