Exploring divergence and convergence of training and development using service-dominant logic

Abstract

A new trends in service sector has gained importance in the last few decades. Goods alone are not any more the source of competitive advantage but the roles of services have gained more importance. Service dominant logic defines service 'as the application of competencies for the mutual benefit of all parties'. S-D logic stresses the pertinence of operant resources and helps in resource integration, value creation and competitive advantage. This study is an initiative to cultivate service perspective in management research by providing a conceptual transition of training and development from goods dominant perspective to service dominant perspective. Conceptualisation of employee operant and operand resources (physical, social and cultural) is presented and then hierarchal classified into basic, composite and interconnected resources. Training and development can further enhance employee operant resources. T&D polishes employee basic resources to become either composite or interconnected resources that ultimately drive firm performance and can provide competitive advantage.