Abstract

Outdoor adventure learning (OAL) provides a unique environment to teach organizational change. Therefore, there is an implication these programs can be used to foster necessary specific skills such as leading change, innovation, and thriving in hostile environments to lead in the ever-changing corporate world. Little research, however, supports the efficacy of adventure learning in achieving specific outcomes. Skeptics suggested the benefits of OAL programs do not always generalize effectively from the outdoor experience to the workplace. This paper outlines how utilizing strategic skills and theory to conduct OAL programs are effective and impactful in the corporate world. The purpose of this study was to examine the perceptions and meaning of a based outdoor adventure learning program among corporate executives using qualitative data analysis (QDA).

Degree

MS

College and Department

Marriott School of Management; Recreation Management

Rights

http://lib.byu.edu/about/copyright/

Date Submitted

2012-03-09

Document Type

Thesis

Handle

http://hdl.lib.byu.edu/1877/etd5054

Keywords

outdoor adventure, culture, motivation, self-efficacy, social exchange theory

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