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).
College and Department
Marriott School of Management; Recreation Management
BYU ScholarsArchive Citation
Molyneux, Kimberly, "A Qualitative Analysis of a Corporate Adventure Program" (2012). All Theses and Dissertations. 2990.
outdoor adventure, culture, motivation, self-efficacy, social exchange theory