Learning in a competitive field: MBA students' improvised case studies of IHRM

Abstract

Recent management research on improvisation has sought to identify ways that unplanned change and structure are linked when novel solutions appear and develop during action. This article examines an improvised learning approach to the traditional case study method, in which Master of Business Administration (MBA) students learn through preparing and delivering their own case studies. The process of improvised learning is explained within the context of teaching international human resource management/organizational behaviour and analysed by applying Bourdieu's theory of practice which understands the participants' learning to be situated within a competitive social field. It is concluded that MBA students learn from this improvised approach provided that the professor's role accommodates being a case study expert with the roles of teaching and learning consultant. The concept of competitive field is recommended as a tool for management educators' reflection upon enabling MBA students to develop their capabilities in designing and delivering management learning sessions. © 2005 Taylor & Francis Group Ltd.