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.
Zemblyas, Michalinos. ‘Work Based Learning, Power and Subjectivity: Creating Space
for a
Foucauldian Research Ethic’. Journal of Education and Work, 19.3 (2006): 291303.
Zielinski, D. ‘Soft Skills, Hard Truths: How the Project Management Discipline is
Rediscovering
the Power and Importance of Old-fashioned People Skills’. Training, 42.7 (2005):
8-22.