Pfeffer J. and Sutton, R.I. (1999) The Knowing-Doing Gap, Harvard Business School Press, Boston, Massachusetts.

This book explains the knowing doing-gap.

O’Neil, J. and Marsick, V. J. (2014) “Action learning coaching”, Advances in Developing Human Resources, vol. 16:21, pp. 202–221.

This article examines  action learning coaching (AL coaching) as a vehicle for leadership development.

Cho, Y. and Egan, T.M. (2009) “Action learning research: a systematic review and conceptual framework”, Human Resource Development Review, vol. 8:4, pp. 431–462.

The article aims to (a) to systematically access and examine recent empirical studies on action learning and related themes using Garrard’s Matrix Method for reviewing literature and (b) based on Revans’s proposition regarding the need for a conceptual and practical balance between action and learning, to categorize empirical studies into action-oriented, learning-oriented, and balanced action learning.

Scott, K.S. (2017) “An integrative framework for problem-based learning and action learning: promoting evidence-based design and evaluation in leadership development”, Human Resource Development Review, vol. 16:1, pp. 3–34.

This article presents a framework that integrates Problem-based learning (PBL) and action learning (AL) design features to facilitate research interventions used for developing agile practitioners while solving challenges found in the workplace.

Coghlan, D. and Coughlan, P. (2014) “Effecting change and learning in networks through network action learning”, The Journal of Applied Behavioural Science, vol. 51:3, pp. 375–400.

This article explores how action learning undertaken in a network in the transportation equipment industry enabled a supply chain network, established to deliver customer service and productivity, to generate shared operational and strategic insight into collaborative improvement, leading to systemic change and improved practice and performance in the network’s strategic operations.

Massingham, P. and Massingham, R. (2014) “Does knowledge management produce practical outcomes”, Journal of Knowledge Management, vol. 18:2, pp. 221–254 (please note this content is behind a paywall).

This article explains the practical outcomes in more detail.