Human Resource Development Review Research Articles

Unveiling and Modelling the Impact of Learning Organisations on Information Technology Employees’ Career Advancement and Retention

Learning organisations facilitate the acquisition of new knowledge and skills for both organisations and their members, enabling the application of the latest insights in a dynamic environment. This study addresses a research gap by constructing a model identifying the factors influencing learning organisations and their subsequent impact. The research delves into uncovering the catalysts behind learning organisations concerning the career advancement of information technology (IT) employees and their intent to remain in their roles. The study, conducted in a developing country, India, employs an explanatory research design to explore the interrelationship between learning organisations, career progression and employee retention. Primary and secondary data have been used for this study. The primary data has been collected from 389 IT sector employees at various employment positions in Chennai through a structured and standard questionnaire based on the Dimensions of Learning Organizations Questionnaire (DLOQ) by Watkins, KE and Marsick, VJ (2023) [Rethinking workplace learning and development catalyzed by complexity. Human Resource Development Review, 22(3), 333-344. doi:10.1177/15344843231186629], demonstrating a high reliability at 96.4%.

An Editor’s Learning Journey: Lessons for Moving the Field Forward

I share the results of my learning journeys as Editor of Human Resource Development Review ( HRDR) and Human Resource Development Quarterly ( HRDQ). I begin by sharing my experiences at both journals, followed by Lessons Learned, Advice and Implications for Editors, Advice and Implications for Authors and Doctoral Students, and Final Thoughts. Rigor, relevance, replicability, and refutability (four Rs) are put forth as major considerations for a quality journal and attaining and improving a Social Science Citation Index (SSCI) factor score. Having a developmental orientation toward prospective authors and a strong, active Editorial Board are highlighted as being vital for building the visibility and reputation of the journal. Social media as a visibility tool is also explored.

Applying Mixed Methods Research to Conduct Human Resource Development Inquiry: An Update

Scholars of human resource development (HRD) and related fields should stay abreast of mixed methods research developments to advance their scholarship. In support this idea, two companion works published in Human Resource Development Review (Hitchcock & Newman, 2013; Newman & Hitchcock, 2011) were offered to help HRD scholars embrace the concept of mixed methods research. It is now approaching 10 years since the second of these two articles was published and, since then, there have been important mixed methods research updates that can facilitate HRD inquiry. This article therefore contributes to Human Resource Development Review’s Instructor’s Corner by reviewing: (a) updates in paradigmatic thinking that support the use of mixed methods, (b) new approaches to integration, and (c) legitimation approaches that offer a validity framework for understanding mixed methods design quality. These three descriptions include discussion around how they might be applied in HRD research.

Differentiating Between Conceptual and Theory Articles: Focus, Goals, and Approaches

The purpose of this article is to promote conceptual and theoretical scholarship in human resource development by providing insights and guidance on differences between conceptual and theory articles and when and how to create such scholarship. First, we discuss the role of Human Resource Development Review and conceptual and theory articles in assisting human resource development in developing into a profession and expanding the field. Then, we determine that conceptual and theory articles are non-empirical works that differ from other non-empirical types of articles and from each other. Finally, we describe distinctions between conceptual and theory articles by clarifying their focus and goals and approaches to writing them. We illustrate these distinctions with examples of articles published in Human Resource Development Review. The article concludes with a discussion and implications for the field, the journal editors, and researchers.

Human Resource Development Review’s 20th Anniversary of Publication: Main Topics and Influence

To celebrate Human Resource Development Review’s ( HRDR’s) 20th anniversary of publication, I was asked by the HRDR Editor-in-Chief to conduct a topic analysis of HRDR articles over the past two decades. The purpose of this study, therefore, is to identify major topics from all HRDR articles published from 2002–2021 by reviewing keywords and citation frequency. After identifying 394 articles (excluding editorials), the main topics and the most influential articles were identified. Literature review articles followed by employee engagement were the most frequently cited over the past 20 years. In the future, there is a need to conduct more in-depth analysis to better understand the relevant topics and influence of HRDR articles using accurate categories and advanced techniques.

Future‐proofing IJMR as a leading management journal: Reach, relevance and reputation

Future‐proofing <i>IJMR</i> as a leading management journal: Reach, relevance and reputation

Instrument to measurement the effect of entrepreneurial orientation and innovation capability on SMEs

The purpose of this work is to identify, based on the literature, some of the dimensions and/or factors of the existing process in entrepreneurial ecosystems, considering the interior, financial structure, strategic alliances and decision making by senior management y the Universities through the literature review to propose a measurement instrument conductive to an entrepreneurial orientation (OE), developing its operationalization at a conceptual level to enhance innovation and improve business performance. The paper is a review of the literature published in various sources, including Journal of business Research, Human Resource Development Review, Journal of Management Studies, journal of Marketing Communications, Academy of Management Journal, International Journal of Technology Management &amp; Sustainable Development, among others. The results of the literary review of 137 articles allow us to recognize that: OE is defined by many scholars on the subject, according to different thematic approaches; the proposal by Lumpkin and Dess (1996) includes five dimensions: 1) autonomy 2) competitiveness 3) innovation 4) proactivity 5) risk taking; influenced by communication networks within strategic alliances, baked by senior management teams, their cultural profile and social responsibility, for a transdisciplinary and multidisciplinary effect that generates innovation. The results of the review allowed the construction of an instrument with a hundred questions to improve the process of measuring the impact of OE an CI on SMEs.

A review of leadership theories: identifying a lack of growth in the HRD leadership domain

PurposeThis paper aims to identify the life-cycle of leadership theory from both the human resource development (HRD) and the organizational/leadership literature while providing a contrast between the two bodies of literature. The current research identifies which theories are being represented within the HRD literature, followed by a review of current directions in the leadership fields, primarily from literature in the organizational and leadership fields. By identifying these two bodies of leadership theories, the following research question will be answered: How current are the leadership theories provided in the literature of HRD compared to research that is reported from other external leadership fields?Design/methodology/approachThis paper examines how leadership theories are represented in the HRD literature. Data for the current article provide a preview of leadership theories that are used to inform HRD scholars and scholar–practitioners for a period of 15 years (2000-2015) in the four Academy of Human Resource Development (AHRD) publications (Advances in Developing Human Resources; Human Resource Development International; Human Resource Development Quarterly; and Human Resource Development Review). The four journals within the AHRD were reviewed to identify which leadership theories were being researched and used to inform members of HRD. The search terms for the current study included “leadership AND theory,” “team AND leadership,” “leadership AND development” and “team AND development.” Studies that presented a leadership theory and either described or defined the theory were coded for the current study. Within this body of literature, there were a total of 74 leadership theories identified (some repeating), among those there were a total of 20 unique leadership theories. The literature external of HRD was identified using the ScienceDirect database for 10 years (2007-2017) with the topics limited to “topics–leadership.” Once the HRD and organizational/leadership literature are presented, a comparison between the two literature streams will be provided, highlighting any deficiencies within either body of literature and recommendations for future research efforts for the field of HRD.FindingsThis examination of leadership theory study within HRD and other fields highlights the deficiencies within either body of literature and offers recommendations for future research efforts for the field of HRD. In line with the trend in leadership research, HRD should call for more longitudinal and multi-level research efforts to be conducted as opposed to cross-sectional studies.Research limitations/implicationsThe current study is limited in the literature that was used to collect/code data. Also, the time frame for the HRD literature ended in 2015 due to the long duration required to review articles and to code the data. Secondary data were obtained from organizational/leadership literature and are more current because they are more recent. Overall, even with an end date of 2015 for the HRD literature, the HRD field has not changed too much during this time and the authors recognize some minor changes, but the research findings are still relevant and the leadership deficits presented are still realized.Practical implicationsThe field of HRD is behind when it comes to leadership theories. This paper identifies this in an effort to aid researchers, students and practitioners to look beyond the leadership theories presented in the HRD literature for more relevant and current leadership theories. This paper highlighted a number of newer and current leadership theories and trends for scholars and scholar-practitioners to begin to focus on; however, this list is only a snapshot and is bounded by the data collected for the current paper.Originality/valueThis paper is original in that it is both critical of leadership research within the HRD literature while also providing new directions for the field. The snapshot of where the field of HRD is compared to the leadership and organizational fields becomes apparent with multiple future directions for research.

An integrative literature review on employee engagement in the field of human resource development: exploring where we are and where we should go

Numerous studies on employee engagement in the HRD (human resource development) field have contributed to the promotion of employee engagement in organizations, yet issues and challenges remain. The purpose of this study is to investigate how employee engagement has been discussed in four representative HRD journals: Human Resource Development Review (HRDR), Human Resource Development International (HRDI), Human Resource Development Quarterly (HRDQ), and Advances in Developing Human Resources (ADHR). We conduct a literature review based on Torraco’s (Hum Resour Dev Rev 4(3):356–367, 2005) framework, resulting in the selection of 24 articles for further review: 10 empirical articles and 14 conceptual articles. These articles are then classified, summarized, and synthesized by year of publication, research type and aim, and analysis of findings. Based on the results of the literature review, we analyze and identify the current state of employee engagement research in the HRD field and suggest implications for HRD scholars and practitioners.

Revelations on my Journey to Becoming an Excellent Reviewer

Revelations on my Journey to Becoming an Excellent Reviewer

Finding the abstract from the concrete: considering the use of popular culture artefacts to examine the Model of Expertise Redevelopment

The purpose of this paper is to examine popular culture artefacts (PCA) as a way to better understand the abstract ideas and theories of expertise. To explore this concept, the Model of Expertise Redevelopment (MER) (Grenier, R. S., and M. Kehrhahn. 2008. “Toward an Integrated Model of Expertise Redevelopment and Its Implications for HRD.” Human Resource Development Review 7 (2): 198–217) is explained and PCA are applied to components of the model. This process demonstrates the potential of PCA as a way for individuals to judge and apply concepts of expertise to concrete examples. A review of MER and PCA are offered, and three illustrative PCA cases from reality television and You Tube are presented. The paper concludes with a discussion of the potential for PCA to inform Human Resource Development (HRD) practice and our understandings of expertise.

Applying an Interactive Quantitative-Qualitative Framework

This article offers a conceptual discussion of a series of qualitative and quantitative research endeavors that share common underpinnings and purpose. The article demonstrates several commonalities between approaches with the hope of encouraging readers to allow research questions to guide methodological choices and avoid overemphasizing division between research paradigms. The current work offers an extension of ideas previously published in Human Resource Development Review (Newman &amp; Hitchcock, 2011) to address a call to explore aspects of theory-building in the context of research methods (Reio, 2010). Specific ideas discussed here focus on commonalities between quantitative and qualitative work when dealing with the broad notion of generalization, and include connections between transferability, probabilistic generalization, naturalistic generalization, and external validity; commonalities between multiple (or collective) case studies and meta-analyses; and phenomenological perspectives and probability.

The impact of a dual-project action learning program: a case of a large IT manufacturing company in South Korea

The primary purpose of this article is to evaluate the impact of a dual-project action learning program (DPALP) conducted in South Korea. A dual-project program requires each participant to carry out both team and individual projects. Cho and Egan's [2009. Action learning research: A systematic review and conceptual framework. Human Resource Development Review 8: 431–62] four dimensions of action learning are employed as an analytical framework for this case study. Accordingly, this article reports the antecedents, process, proximal outcomes, and distal outcomes of the DPALP. This article further examines the effectiveness of the program in the following areas: (a) key areas of learning, (b) increased level of business awareness, (c) increased level of leadership competencies through pre- and post-360-degree assessments, and (d) return on investment of the business results achieved through team projects. The analyses revealed that the DPALP had an impact on individuals’ learning, business awareness, leadership competencies, and solving of team and organizational issues. Further research and practice need to be accumulated to validate the effects of the DPALP in other settings.

A Time of Transition for Human Resource Development Review

A Time of Transition for <i>Human Resource Development Review</i>

Erratum

Zheng W., Qu Q. &amp; Yang B. 2009. Toward a Theory of Organizational Cultural Evolution, Human Resource Development Review, 8(2): 151-173. DOI:10.1177/1534484309333619 In the article Toward a Theory of Organizational Cultural Evolution, Figure 1 appeared with an error. The correct figure is reproduced here.

Economics and Human Resource Development: A Rejoinder

This article focuses on the areas agreement between two recent and seemingly disparate Human Resource Development Review articles by Wang and Swanson (2008) and McLean, Lynham, Azevedo, Lawrence, and Nafukho (2008). The foundational roles of economics in human resource development theory and practice are highlighted as well as the need for comparative studies. A framework for conducting comparative human resource development policy studies is proposed.

Index to Human Resource Development Review

Index to Human Resource Development Review

Transnational Corporations as Educational Institutions for National Development: The Contrasting Cases of Mexico and South Korea

Previous articleNext article No AccessTransnational Corporations as Educational Institutions for National Development: The Contrasting Cases of Mexico and South KoreaMark HansonMark Hanson Search for more articles by this author PDFPDF PLUSFull Text Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Comparative Education Review Volume 50, Number 4November 2006 Sponsored by the Comparative and International Education Society Article DOIhttps://doi.org/10.1086/507058 Views: 145Total views on this site Citations: 7Citations are reported from Crossref © 2006 by the Comparative and International Education Society. All rights reserved.PDF download Crossref reports the following articles citing this article:Kiyong Byun, Jae-Eun Jon, Dongbin Kim Quest for building world-class universities in South Korea: outcomes and consequences, Higher Education 65, no.55 (Sep 2012): 645–659.https://doi.org/10.1007/s10734-012-9568-6Thomas F. Luschei, Amita Chudgar, W. Joshua Rew Exploring Differences in the Distribution of Teacher Qualifications Across Mexico and South Korea: Evidence from the Teaching and Learning International Survey, Teachers College Record: The Voice of Scholarship in Education 115, no.55 (May 2013): 1–38.https://doi.org/10.1177/016146811311500502John D. Palmer, Young Ha Cho South Korean higher education internationalization policies: perceptions and experiences, Asia Pacific Education Review 13, no.33 (Feb 2012): 387–401.https://doi.org/10.1007/s12564-012-9204-2Emerson Wagner Mainardes, Helena Alves, Mário Raposo, Maria José Carvalho de Souza Domingues Marketing in higher education: A comparative analysis of the Brazil and Portuguese cases, International Review on Public and Nonprofit Marketing 9, no.11 (Sep 2011): 43–63.https://doi.org/10.1007/s12208-011-0077-6 윤지영, 정철영 Identifying Global Competencies of Executives in Global Business at Large Corporations in Korea, Journal ofAgricultural Education and Human Resource Development 44, no.11 (Mar 2012): 205–226.https://doi.org/10.23840/agehrd.2012.44.1.205Yonghak Lee Competencies needed by Korean HRD master's graduates: A comparison between the ASTD WLP competency model and the Korean study, Human Resource Development Quarterly 20, no.11 (Dec 2009): 107–133.https://doi.org/10.1002/hrdq.20010Ingo Stolz, Gary N. Mclean Organizational Skills for a Corporate Citizen: Policy Analysis, Human Resource Development Review 8, no.22 (May 2009): 174–196.https://doi.org/10.1177/1534484309334099

The development of the field of HRD: a Delphi study

PurposeThe study explored the views of leading human resource development (HRD) academics regarding five main issues: the disciplinary bases of HRD, the historical milestones in HRD, the constituent components of HRD, the leading contributions in terms of journal articles and books to the development of HRD and the future of HRD.Design/methodology/approachA Delphi methodology was adopted. The views of editorial board members of the four main HRD journals (Human Resource Development Quarterly, Human Resource Development International, Advances in Developing Human Resources, Human Resource Development Review) and of the Board of Directors of the Academy of Human Resource Development were sought.FindingsAdult learning, systems theory and psychology were identified as the disciplinary bases of HRD. Works by Knowles, Nadler and McLagan were viewed as the leading contributions to the field. Adjusting to changes in work patterns and how work is organized was identified as a key trend influencing the field. Issues of professionalisation and balancing the needs of employees, organizations and society were identified as the key challenges facing the field.Originality/valueExamines key trends and challenges facing HRD.

Transnational Corporations as Educational Institutions for National Development: The Contrasting Cases of Mexico and South Korea

Previous articleNext article No AccessTransnational Corporations as Educational Institutions for National Development: The Contrasting Cases of Mexico and South KoreaMark HansonMark Hanson Search for more articles by this author PDFPDF PLUSFull Text Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Comparative Education Review Volume 50, Number 4November 2006 Sponsored by the Comparative and International Education Society Article DOIhttps://doi.org/10.1086/507058 Views: 147Total views on this site Citations: 7Citations are reported from Crossref © 2006 by the Comparative and International Education Society. All rights reserved.PDF download Crossref reports the following articles citing this article:Kiyong Byun, Jae-Eun Jon, Dongbin Kim Quest for building world-class universities in South Korea: outcomes and consequences, Higher Education 65, no.55 (Sep 2012): 645–659.https://doi.org/10.1007/s10734-012-9568-6Thomas F. Luschei, Amita Chudgar, W. Joshua Rew Exploring Differences in the Distribution of Teacher Qualifications Across Mexico and South Korea: Evidence from the Teaching and Learning International Survey, Teachers College Record: The Voice of Scholarship in Education 115, no.55 (May 2013): 1–38.https://doi.org/10.1177/016146811311500502John D. Palmer, Young Ha Cho South Korean higher education internationalization policies: perceptions and experiences, Asia Pacific Education Review 13, no.33 (Feb 2012): 387–401.https://doi.org/10.1007/s12564-012-9204-2Emerson Wagner Mainardes, Helena Alves, Mário Raposo, Maria José Carvalho de Souza Domingues Marketing in higher education: A comparative analysis of the Brazil and Portuguese cases, International Review on Public and Nonprofit Marketing 9, no.11 (Sep 2011): 43–63.https://doi.org/10.1007/s12208-011-0077-6 윤지영, 정철영 Identifying Global Competencies of Executives in Global Business at Large Corporations in Korea, Journal ofAgricultural Education and Human Resource Development 44, no.11 (Mar 2012): 205–226.https://doi.org/10.23840/agehrd.2012.44.1.205Yonghak Lee Competencies needed by Korean HRD master's graduates: A comparison between the ASTD WLP competency model and the Korean study, Human Resource Development Quarterly 20, no.11 (Dec 2009): 107–133.https://doi.org/10.1002/hrdq.20010Ingo Stolz, Gary N. Mclean Organizational Skills for a Corporate Citizen: Policy Analysis, Human Resource Development Review 8, no.22 (May 2009): 174–196.https://doi.org/10.1177/1534484309334099