A review of action learning practices in China and its cultural adaptations

Action Learning (AL), a problem-solving and leadership development method, was developed by Reginald Revans in England and has evolved when applied in other countries to meet local contexts. In China, AL has been a preferred practice in many organizations for over two decades. However, limited research has been conducted to synthesize how AL is utilized in Chinese organizations and the cultural differences observed in its practice. To explore these questions, we conducted a content analysis on 13 Action Learning programs, identified in 12 articles, that implemented AL as a tool for leadership and organizational development in Chinese organizations. Drawing on the four theoretical schools of AL and Hofstede's and Marquardt's cultural dimensions, we found that Chinese organizations tended to favor the Experiential School of AL. Further, power distance, collectivism vs. individualism, and uncertainty avoidance significantly influence the design and facilitation of Chinese AL programs. This article concludes by discussing cultural adaptations and suggestions for future research.