Enactive, Embodied and Kinaesthetic Learning in Business Studies: A Bibliography Compiled by Stephen Eliot Cornes June 2010 This bibliography focuses on enactive, embodied and kinaesthetic learning in business studies. This bibliography should be used in conjunction with the bibliography of Openspace Learning by Barry Sheils, by those interested in the application of performance practices to business training and education. Anderson, P. H., H. Cannon, D. Malik, and P. Thavikulwat. ‘Games as Instruments of Assessment: a Framework for Evaluation’. Developments in Business Simulation and Experiential Exercises, 25 (1998): 31-37. Anderson, P. H., and L. Lawton. ‘A Survey of Methods Used for Evaluating Student Performance on Business Simulations’. Simulation and Gaming, 23 (1992): 4908. Anderson, P. H and L. Lawton.’Business simulation and Cognitive learning’ Simulation and Gaming, 40.2 (1992): 193-216 Anderson, P. H and L. Lawton ‘How Do We Measure the “Learning” in Experiential Learning?’ Developments in Business Simulation and Experiential Learning, 23 (1996): 97. Anderson, P. H., and L. Lawton ‘Demonstrating the Learning Effectiveness of Simulations: Where we Are and Where we Need to Go’. Developments in Business Simulation and Experiential Exercises, 24 (1997): 68-73 Anderson, P.H., & Lawton L. ‘Simulation performance and its effectiveness as a PBL problem: a follow-up study’. Developments in Business Simulation and Experiential Learning. 34 (2007): 43-50. Argyris, Christopher, and D. Schon. Theory in Practice. Increasing Professional Effectiveness. San Fransisco: Jossey Bass 1974. Asa, I. ‘Management Simulation Games for Education and Research: A Comparative Study of Gaming in the Socialist Countries’. Simulation and Games, 13.4 (1982): 379-412. Balachandra, Lakshmi. ‘Improvisation and Negotiation, an Introduction.’ Negotiation Journal, 21. 4: (2005): 415-423. Baranauskas, M., N. Neto and M. Borges. ‘Learning at Work Through a Multi-user Synchronous Simulation Game’. Proceeding of the PEG 1999 Conference. Exeter: University of Exeter, (1999): 137-144. Baron, L. and L. Morin. ‘The Impact of Executive Coaching on Self-efficacy Related to Management Soft-skills’. Leadership and Organisation Development Journal. 31.1 (2010): 18-38. Boyatzis, R. E., and D.A. Kolb. ‘Assessing Individuality in Learning: The Learning Skills Profile’. Educational Psychology, 11 (1991): 279-295. Brodbeck, F. C., and T. Greitemeyer. ‘Effects of Individual Versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance’. Journal of Experimental Social Psychology, 36 (2000): 621-648. Brown, K.M. ‘Using Role Play to Integrate Ethics into the Business Curriculum: a Financial Management Example’. Journal of Business Ethics, 13 (1994): 105-110. Burgess, T.F. ‘The use of Computerized and Business Simulation in the United Kingdom’. Simulation and Gaming. 22.2 (1991): 174-195. Burke, M. J., and R.R. Day. ‘Accumulative Study of the Effectiveness of Managerial Training’. Journal of Applied Psychology, 71 (1986): 232-245. Burns, A.C. and J.W. Gentry. ‘Motivating Students to Engage in Experiential Learning: A Tension-to-Learn Theory’. Simulation and Gaming, 29 (1998): 133-151. Burns, A. C., J.W. Gentry and J. Wolfe. ‘A Cornucopia of Considerations in Evaluating the Effectiveness of Experiential Pedagogies’, in James W. Gentry (ed). Guide to Business Gaming and Experiential Learning. East Brunswick, CN: Nichols/GP Publishing (1990): 253-278. Cannon, H. M., and A.C. Burns ‘A Framework for Assessing the Competencies Reflected in Simulation Performance’. Developments in Business Simulation and Experiential Exercise, 26 (1999): 40-44. Cerda, O. G. ‘Human Re-engineering for Action: an Enactive Educational Management Program’. Kybernetes, 38.7 (2009): 1332-1343. Cleave-Hogg, D., and P.J. Morgan. ‘Experiential Learning in an Anesthesia Simulation Center: Analysis of Students’ Comments’. Medical Teacher, 24.1 (2002): 23-26. Comer, D.R., and G. Vega. ‘Unsavory Problems at Tasty’s: A Role-play About Whistleblowing’. Journal of Management Education, 30 (2006): 259-261. Comer, L. B., and J.A.F. Nichols. ‘Simulation as an Aid to learning: How does Participation Influence the process?’ Developments in Business Simulation and Experiential Exercises, 23 (1996): 8-14. Cooper, C. L., Bowles, D. ‘Hurt or Helped? A Study of the Personal Impact on Managers of Experiential, Small Group Training Programmes’. Training Services Agency, H.M.S.O. 1977. Cooper, J., Johna Basson, and Pieter Schaap. ‘A Training Programme Based on the Principles of Social Constructivism and Focused on Developing People for the Future World of Work: an Evaluation’. Human Resource Development International, 9.4 (2006): 347356. Cormany, D. & Feinstein, A. H. ‘Implementation of Effective Experiential Learning Environments.’ Development in Business Simulation and Experiential Learning, Vol. 35 (2008): 34-60. Crossan, M. Improvise to Innovate Training Program. Ivey Business School: London Ontario, Canada, 1997. Crossan, M. ‘Improvisation in Action’. Organisational. Science, 9.5 (1998): 593-599. Cunha, M., J. Cunha and K. Kamoche. ‘Organizational improvisation: What, When, How, and Why’. International Journal of Management. 1.3 (1999): 299-341. De Jaegher, H. and E. Di Paolo. ‘Making Sense in Participation: An Enactive Approach to Social Cognition’ Emerging Communications, 10 (2008): 33-48. Dewar, B. and C. Sharp. ‘Using Evidence: How Action Learning Can Support Individual and Organisational Learning Through Action Research’. Education Action Research, 14.2 (2006): 219-237 Driskell, J., C. Copper and A. Morgan. ‘Does Mental Practice Enhance Performance?’ Journal of Applied Psychology, 79.4 (1994): 481-492. Druckman, D. ‘The Educational Effectiveness of Interactive Games. Simulation and Gaming Across Disciplines and Cultures’. ISAGA at a Watershed. Thousand Oaks: Sage, 1995. 178-187. Dyer, B., and D.W. Schumann. ‘ Partnering Knowledge and Experience: The Business Classroom as a Laboratory.’ Marketing Education Review, 3 (1993): 32-39. Egri, C. ‘The Environmental Round Table Role-play Exercise: the Dynamics of Multistakeholder Decision-making Processes’. Journal of Management Education, 23 (1999): 95-103. Eskerod, P. ‘Action Learning for Further Developing Project Management Competencies: A Case Study from an Engineering Consultancy Company’. International Journal of Project Management, 28.4 (2010): 352-360. Faria, A.J. ‘The Changing Nature of Business Simulation/gaming Research: a Brief History’. Simulation and Gaming, 32.1 (2001): 97-110. Faria, A.J. ‘A Survey of the Use of Business Games in Academia and Business’. Simulation and Games, 19.2 (1987): 207-24. Faria, A. J., and J. Dickenson. ‘LAPTOP: Principles of Marketing Simulation’. Developments in Business Simulation and Experiential Exercises, 14 (1987): 53-56. Ferris, G.R., L.A. Witt and W.A. Hochwarter. ‘Interaction of Social Skill and General Mental Ability on Job Performance and Salary’. Journal of Applied Psychology, 86.6 (2001): 1075-1082. Garavan, T.N. ‘Interpersonal Skills Training for Quality Service Interactions’. Industrial and Commercial Training, 129.3 (1997): 70-77. Garcia-Barrios, L. E., E. Speelman and N. Pimm. ‘An Educational Simulation Tool for Negotiating Sustainable Natural Resource Management Strategies Among Stakeholders with Conflicting Interests’. M.S. Ecological Modelling, 210.1 (2008): 115-126. Garris,R., R. Ahlers, and J.E. Driskell. ‘Games, Motivation and Learning: A Research and Practice Model.’ Simulation and Gaming; An Interdisciplinary Journal of Theory, Practice and Research, 33.4 (2002): 441-467. Gentry, James W. ‘What Is Experiential Learning?’ in James W. Gentry (ed), Guide to Business Gaming and Experiential Learning, East Brunswick, CN: Nichols/GP Publishing, 1990: 9-20. Gentry, James W. and A.C. Burns. ‘Do We Learn from Experience?’ Developments in Business Simulation and Experiential Learning, 10. (1983): 139-142. Gentry, James W. and A.C. Burns. ‘Experiential Learning's Role in Motivating Students: a Model Based on Curiosity’. Developments in Business Simulation and Experiential Learning, 23 (1996): 197-198. Golden-Biddle, K. ‘Organizational dramas and dramatic staging’s about them’. Journal of Management Education, 17 (1993): 39-49. Gosen, J, and J. Washbush. ‘A review of Scholarship on Assessing Experiential Learning Effectiveness’ Simulation & Gaming. 35.2 (2004): 270-293 Gosling, J. and H. Mintzberg. ‘Management Education as if Both Matter’. Management Learning, 37.4 (2006): 419-428. Heinich, R., M. Molenda and J.D. Russell. Instructional Media and the New Technologies for Instruction, 4th ed. New York: MacMillan Publishing Company, 1993. Hertel, J.P.and B.J. Millis. Using Simulations to Promote Learning in Higher Education. London: Stylus Publishing, 2002. Hoberman, Solomon and Sidney Mailick. Experiential Management Development. London: Greenwood Press, 1992. Hollingshead, A. B. ‘Group and Individual Training: The Impact of Practice on Performance’. Small Group Research, 29 (1998): 254-280. Holsbrink-Engels, G.A. Computer Based Role Playing for Interpersonal Skills Training. Unpublished doctoral dissertation, University of Twente, Enschede, The Netherlands, 1998. Holtom, B. C., A. Mickel and J.G. Boggs. ‘Using Interactive Drama to Teach the Complexities of Decision Making’. Decision Sciences Journal of Innovative Education, 1.2 (2003): 305-311. Hornyak, Martin, J. and Diana Page. ‘Experiential Learning: Introducing faculty and staff to a University leadership development program’ 35.4 (2004): 461-475 Huffaker, J.S., and E. West. ‘Enhancing Learning in the Business Classroom: An Adventure with Improved Theatre Techniques’. Journal of Management Education, 29 (2005): 852-869. Jackson, Paul. Z. 58 1/2 Ways to Improvise in Training: Improvisation Games and Activities for Workshops, Courses and Team Meetings. London: Crown House Publishing, 2003. Joyner B. and J. Young. ‘Teaching Medical Students Using Role Play: Twelve Tips for Successful Role Plays’. Medical Teacher, 28.3 (2006): 225-229. Keys, B., and J. Wolfe. ‘The Role of Management Games and Simulations in Education and Research’. Journal of Management, 16(1990): 307-336. Kriz, W.C. ‘Creating effective learning environments and learning organizations through gaming simulation design’. Simulation and Gaming. 34.4 (2003): 495-511 Kuczala, M.S. and T. Lengel. The Kinesthetic Classroom: Teaching and Learning Through Movement. London: Sage Publications Ltd, 2010. Leberman, S.I., and A.J. Martin. ‘Applying Dramaturgy to Management Course Design’. Journal of Management Education, 29 (2005): 319-332. Littleton, Karen. Educational Dialogues: Understanding and Promoting Productive Interaction. London: Routledge, 2010. Loveluck, C. ‘The Construction, Operation, and Evaluation of Management Games’, in B. Taylor and G. Lippitt eds. Management Development Handbook. London: McGraw-Hill, 1983. Mathieson, M. ‘Improving Organisational Performance Through Developing our People’. Industrial and Commercial Training, 38.2 (2006): 70-77. McGann, M., H. Jaegher. ‘Self and Other Contingencies: Enacting Social Perception’. Phenomenology and Cognitive Sciences, 8.4 (2009): 417-437. McKenney, J. L., and W.R. Dill. ‘Influences on Learning in Simulation Games’. American Behavioral Scientist, 10 (1966): 28-32. Mockler, R.J. ‘Using the Arts to Acquire and Enhance Management Skills’. Journal of Management Education, 26 (2002): 574-585. Monks, K., P. Barker, and A.N. Mhanachain. ‘Drama as an Opportunity for Learning and Development’. Journal of Management Development, 20 (2001): 414-423. Moreland, R. A., and L. Myaskovsky. ‘Exploring the Performance Benefits of Group Training: Transactive Memory or Improved Communication?’ Organisational Behavior and Human Decision Processes, 82 (2000): 117-133. Morris, J.A., J. Urbanski and J. Fuller. ‘Using Poetry and Visual Arts to Develop Emotional Intelligence’. Journal of Management Education, 29 (2005): 888-904. Moshavi, D. ‘“Yes and…’’: Introducing Improvisation Theatre Techniques to the Management Classroom.’ Journal of Management Education, 25 (2001): 437-499. Neill, T. ‘Serious Games: Learning for the Igeneration’. Development and Learning in Organizations, 23.4 (2009): 12-15. Neuhauser, J.J. ‘Business Games have Failed’. Academy of Management Review, 1.4 (1976): 124-129. Nissley, N. ‘Arts-based Learning in Management Education’. In B. DeFillippi and C. Waknel, eds. Rethinking Management in the 21st Century. Greenwich, CT: Information Age, 1983. Marshall, F. ‘How Can We Get Line Managers More Involved in Training’. Training (2010): 13-22. Padioleau, J.G. and B. Nooteboom, eds. Knowledge and Learning in the Firm. London: Edward Elgar Ltd, 2006. Pare, Anthony and Catherine Le Maistre. ‘Active Learning in the Workplace: Transforming Individuals and Institutions’. Journal of Education and Work, 19.4 (2006): 363381. Peng, W. ‘The Mediational Role of Identification in the Relationship between Experience Mode and Self-Efficacy: Enactive Role-Playing versus Passive Observation’. Cyberpsychology and Behaviour, 11.6 (2008): 649-652. Rohn, W.E. ‘The Present State and Future Trends in Management Games for Management Development in Germany’. Simulation and Games, 17.3 (1986): 382-392. Steed, R. ‘The Play's the Thing: Using Interactive Drama in Leadership Development’. Journal of Business Strategy, 26.5 (2005): 48-52. Thomas, D.C. and K. Inkson. Cultural Intelligence: People Skills for Global Business. San Francisco: Berrett-Koehler Publishers 2004. Thornton, G.C. and J.N. Cleveland. ‘Developing Managerial Talent Through Simulation’. American Psychologist, 45 (1990): 190-199. Varney, G. H., and J. McFillen. ‘Leading Organizational Change: a Multi-method Approach to Teaching OD and C’. Organization Development Journal, 18.4 (2000): 105-113. Walker, E. ‘Learning Through Action: Engagement and Behavioural Change Through the Use of Drama’. Development and Learning in Organizations, 23.6 (2009): 1821. Wareham, D.G., T.P. Elefsiniotis and D.G. Elms. ‘Introducing Ethics using Structured Controversies’. Elms European Journal of Engineering Education, 31.6 (2006): 651-660. Weiss, S.E. ‘Teaching the Cultural Aspects of Negotiation: a Range of Experiential Techniques’. Journal of Management Education, 27 (2003): 96-131. Wellington, W. J., and A.J. Faria. ‘An Investigation of the Relationship Between Simulation Play, Performance Level and Recency of Play on Exam Scores’. Developments in Business Simulation and Experiential Exercises, 18 (1991): 111-115. Wellington, W. J., and A.J. Faria. ‘An Investigation of the Awareness Attained in a Simple Business Simulation Game’. Developments in Business Simulation and Experiential Exercises, 28 (2001): 239-249. Wenger, E. Communities of Practice: Learning, Meaning and Identity. Cambridge: Cambridge University Press, 1998. Wolfe, J. ‘The Effectiveness of Business Games in Strategic Management Course Work’. Simulation and Gaming, 28.4 (1997): 360-376. Wolfe, J., and D.J. Luethge. ‘The Impact of Involvement on Performance in Business Simulations: an Examination of Goosen’s “Know Little” Decision-making Thesis’. Journal of Education for Business, 79.2 (2003). 69-74. Zalatan, K. A., and D.F. Mayer. ‘Developing a Learning Culture: Assessing Changes in Student Performance and Perception’. Developments in Business Simulation and Experiential Exercises, 26 (1999): 45-51. 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