Abstract
This study aims to explore how current HRD strategies are put into practice and to what extent they are in line with theoretical ideas espoused in HRD literature. Two research questions are framed within the theoretical framework of learning‐network theory. First, what strategies do HRD practitioners employ to organise learning programmes? Second, what problems and barriers do HRD practitioners encounter in organisational reality? The study is based on data collected from 20 Dutch HRD practitioners using a semi‐structured interview questionnaire. A qualitative analysis was conducted on interview summaries authorised by the respondents. Results indicate a rather broad range of different HRD strategies employed and many problems and barriers encountered in putting preferred HRD strategies into practice. Explanations, implications, and limitations of the findings are discussed.
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