Learning And Development Practitioners in Organisations: Organising, Belonging, Learning And Performing Tensions

Abstract

Abstract This paper provides a review of the literature on the learning and development (L&D) role in organisations using the lens of paradox theory. I evaluate prior literature and organise it around four paradoxes: organising, belonging, learning and performing. The L&D organisational role is fraught with paradox due to tensions around organising, belonging, learning and performance. I evaluate the different ways in which L&D practitioners respond to these tensions, I highlight future research avenues and suggest practice implications for L&D practitioners.