| Abstract: | In 1992, the writer presented a core MBA subject about strategic management which used experiential learning as the major educational strategy, at an Australian university. At the start and end of the subject, students were surveyed about their preferences for the applied/theoretical orientation and the lecturer/student locus for the subject. This paper's aim is to explore how those preferences changed and why, using quantitative and qualitative information provided by the students. Generally speaking, the subject was well received and matched students’ expectations and ideals on the two dimensions. Moreover, their preferences for experiential learning grew as their experience of it increased through the semester. The experiential methods of case analyses and role plays were especially useful in explaining these preferences. However, the students apparently consider their management development to be more multi‐faceted than the two dimensions would indicate, involving various structures and forms of involvement within a context that is realistic to them. Implications for team learning and learning about experiential learning are developed. |
