Virtual Human Resource Development Research Articles

Virtual Human Resource Development: Definitions, Challenges, and Opportunities

The purpose of this article is to promote knowledge and understanding about the concept and utility of Virtual Human Resource Development (VHRD) for both research and practice in Human Resource Development (HRD). This article begins with a brief history of VHRD, defines VHRD, and then presents an appendix that summarizes key insights from 36 VHRD peer-reviewed publications located across five academic journals and 52 authors associated with this line of inquiry. The article then discusses challenges and opportunities associated with VHRD as a result of this summary which may be insightful for researchers and practitioners. It concludes by considering the implications of VHRD along with offering directions for future research in the VHRD space.

Telecommuters Working Remotely in Interdependent Virtual Teams: The Lines Between Work and Home

The lack of understanding about the process by which individuals subjectively experience remote work in virtual teams led to a phenomenological study drawing data from 10 interviews with telecommuters, who worked remotely more than 80% of the time. Using in-depth, semi-structured interviews, study findings contribute to the literature on Virtual Human Resource Development (VHRD) with five aspects of working remotely in virtual teams: (1) Telecommuters perceive time as an elastic, boundless aspect of how they work; (2) Telecommuters perceive increased effectiveness as a result of their work arrangements; (3) Individual initiative mediates the challenges of the social and emotional experience of telecommuting; (4) The social and emotional experience of telecommuting in virtual teams is impacted by the perception of others; and (5) The emotional experience of presence is enhanced by informal interactions. The article concludes with implications for VHRD scholars and practitioners in the post-COVID-19 workplace.

Shared Leadership in Virtual Teams at Work: Practical Strategies and Research Suggestions for Human Resource Development

Working in virtual teams has become more prevalent in some industries, especially following the coronavirus (COVID-19) pandemic. To address rapidly developing markets, businesses are implementing changes in leadership structures, work systems, and technology adoption. Human resource development (HRD) and virtual HRD (VHRD) practitioners and researchers must draw on best practices from previous research regarding virtual teams to help meet organizational needs and changes. Shared leadership is one of the emerging approaches showing promise in tackling complex challenges as it responds to problems by drawing on all members’ expertise rather than on the authority of a few. To understand shared leadership in virtual teams, we conducted a systematic literature review to identify how shared leadership is conceptualized and measured in virtual team research. We also synthesized the antecedents and outcomes of shared leadership in virtual teams. We presented practical remote work strategies and future research suggestions for HRD and VHRD.

Dancing in the Paradox: Virtual Human Resource Development, Online Teaching, and Learning

Problem The world is undergoing digital transformation accelerated by the COVID-19 pandemic, resulting in several paradoxes, such as isolation versus increased accessibility, and structure versus flexibility. With many joining Virtual Human Resource Development (VHRD), the relationship of online teaching and learning to VHRD is understudied, thus necessitating exploration. Solution The complexity of virtual environments, dual emphasis on formal and informal learning, and the socio-cultural nature of large digital networks and learning management systems are explored. This article describes selected connections, presents recommended practices and implications for online instruction from the VHRD perspective, discusses digital tools for instructors and trainers, and presents cautions. Stakeholders Learning professionals are encouraged to dance within the paradox to promote learning agility for adapting within digital transformation and to use both high tech and low tech designs to shape resilient learners who combine hard and soft skills valuable for organizations that are increasing the use of artificial intelligence applications.

The virtual human resource development (VHRD) approach: an integrative literature review

PurposeGiven the growing popularity of virtual human resources development (VHRD) in organizations and among human resource development (HRD) professionals, it is highly essential to deeply examine the nature and scope of the affective dimensions of the VHRD approach. Over the past decade, VHRD has become an important part of the HRD process.Design/methodology/approachThe present study used an integrative literature review to investigate the nature of VHRD in the literature, present a descriptive analysis of the literature and categorize the existing VHRD research.FindingsThe results indicated three major themes, namely, VHRD and socialization, VHRD and learning and VHRD and the psychological characteristics of the work environment. In addition, a new conceptual model was developed based on the findings.Research limitations/implicationsThis study has reviewed the main concepts of VHRD. The potential actions which HRD researchers can take to address the identified challenges are discussed.Originality/valueThis integrative literature review could provide a roadmap for future research. Based on this model, the VHRD position is within the organizational context and different tools and processes in constant interaction are introduced. Finally, a general view of the VHRD approach was provided, which can help human resources experts deal with a wide range of technologies in the organization.

Virtual HRD’s Role in Crisis and the Post Covid-19 Professional Lifeworld: Accelerating Skills for Digital Transformation

The Problem. The Covid-19 pandemic brought unprecedented crisis to a world already undergoing digital transformation. Millions of people began working virtually to prevent the spread of disease and to maintain business continuity, suddenly participating in virtual human resource development (VHRD) and alternative work strategies that helped organizations adapt to current challenges and prepare for future disruption. The purpose of this article is to analyze VHRD’s role in the crisis and the transition to a new era marked by further disruption and change. The Recommendation. This article provides a primer for understanding the environmental perspective of VHRD, analyzes reskilling and upskilling trends during the pandemic and for early stages of the fourth industrial revolution, and addresses learning, adaptation, cultural, workplace, and economic implications. We argue that many of the changes to the workplace were already underway, but the pandemic has accelerated transformation. For this reason, organizations must anticipate more digital transformation, strategize VHRD, and leverage learning assets to prepare for the future. The Stakeholders. This article is of interest to those helping their organizations to not only recover from crisis, but to thrive in a new era of work that is being fundamentally transformed by technology. The audience includes organizational leaders, HRD professionals, workers, scholars, as well as school personnel seeking to prepare learners for future career conditions.

Digital human resource development: where are we? Where should we go and how do we go there?

ABSTRACT The purpose of this paper is to trace the evolution of HR-Technology interface leading up to the incorporation of the digital world in Human Resource Development’s design thinking, strategizing and execution. Drawing from related empirical studies, the paper critically analyzes Digital HR in terms of where it is now (degree of alignment between external demands and internal capabilities), where it should be (future-focused HR technology strategy), and how it can reach there (implementation road map). The paper presents a comprehensive framework that encompasses external demands, internal capabilities and key recommendations for a fit-for-purpose, future-focused Digital HR Strategy. In the process, the paper adopts a holistic perspective of virtual HRD (VHRD) and draws implications for technology-led developments in the HRD field.

Social Presence Theory: Relevance for HRD/VHRD Research and Practice

The ProblemSocial presence theory (SPT) is the degree to which a person is perceived to be a “real person” in their computer-mediated communication or virtual environments. The level of social presence influences the quality of virtual interactions and outcomes. SPT has not been examined within human resource development (HRD) or virtual human resource development (VHRD); therefore, it is not known if increased social presence could improve virtual teams/organizations and online instruction.The SolutionDesigning online environments and practices to increase social presence could enhance VHRD within virtual teams, online instructional design, and educational settings. Application of Community of Inquiry (CoI), Social Presence Model, and SPT-inspired instructional design through Gagne’s nine events are discussed with recommendations to improve HRD/VHRD by fostering trust, communication, collaboration, personal relationships, and learning within virtual resources and teams.The StakeholdersThe literature and application of SPT would benefit HRD/VHRD researchers, HR practitioners, educators, and team leaders/managers.

Exploring human resource development research themes: A keyword network analysis

This study aimed to explore human resource development (HRD) research themes by investigating the relationships among keywords in articles published in the four primary HRD journals between 2010 and 2017. We identified 29 core keywords and then explored the characteristics of these keywords within a keyword network structure. For example, leadership and leadership development were identified as dominant keywords in HRD research. Furthermore, our analysis revealed four cohesive subgroups (i.e., factions) and identified keywords that played “central connector” roles and “boundary spanner” roles, within each subgroup. Specifically, subgroup 1 consisted of keywords connected to leadership and leadership development. Subgroup 2 included keywords related to traditional HRD practices and organizational outcomes, such as training and development and engagement, respectively. Subgroup 3 mostly consisted of keywords pertinent to critical HRD, such as gender and diversity. Subgroup 4 included other emerging keywords including virtual HRD. Through this study, HRD scholars and practitioners may better understand the roles of influential keywords, and their inter‐relationships among key research themes in HRD research.

Employee learning and development in virtual HRD: focusing on MOOCs in the workplace

PurposeThe purpose of this paper is to explore the potential of using massive open online courses (MOOCs) for employee learning and development in organizational settings by reviewing the literature and examining several cases from a virtual human resource development (HRD) perspective.Design/methodology/approachTo collect information on MOOCs in the workplace, the authors reviewed peer- and non-peer-reviewed articles, book chapters, books, white papers, corporate websites and blogs, and business magazines published between 2008 and 2018.FindingsA total of 18 cases were summarized to present the use of MOOCs in organizational settings for training and development, organizational development, career development, and professional development. For a more in-depth review, three cases were selected and the details were introduced in terms of context, process/progress, and outcomes: McAfee, Rabobank, and Library and Information Science.Practical implicationsWhen organizations decide to use MOOCs for their employee development and learning, practitioners could also establish the selection criteria of MOOCs for specific purposes based on their organizational contexts by assessing the effectiveness of existing MOOC programs.Originality/valueThis study highlights the use of MOOCs in organizations to examine their potential as a support tool for virtual HRD to facilitate employee learning and development in the workplace.

Organizational Learning, Community, and Virtual HRD: Advancing the Discussion

Organizational Learning, Community, and Virtual HRD: Advancing the Discussion

Virtual HRD and national culture: an information processing perspective

Purpose – The purpose of this study is to provide researchers with a better understanding of the cultural impact on information processing in virtual learning environment. Design/methodology/approach – This study uses a causal loop diagram to depict the cultural impact on information processing in the virtual human resource development (VHRD) learning platform. This study takes a theoretical approach and examines current literature pertaining to VHRDs, virtual worlds (VWs), system dynamics, causal loop diagrams (CLDs) and cross-cultural studies. Findings – This study provides a conceptual model to describe and discuss the cultural impact on information processing in VHRD. Research limitations/implications – Literature has begun to reflect the concerns with cultural impact in VHRD; however, research is still in the beginning stages. This study proposes a conceptual model of information processing that includes the cultural impact. Future work based on this study will continue to test and improve the conceptual model. Practical implications – The conceptual model accounts for the complexities of the interaction between internal and external information processing systems. Instructional designers or educators can apply this conceptual model to understand the impact of culture on information process during training programs in the VHRD environment. With this model, they could provide an effective or efficient training programs for their trainees. Social implications – The conceptual model adopts a systemic viewpoint to describe the cultural impact on VHRD. For future studies, researchers could adopt this conceptual model to further illustrate the association between understanding information processing and recognizing the cultural impact on information processing. Originality/value – This study provided a framework for HRD researchers and practitioners to detect challenges and opportunities to work with cultural impact on information processing in VHRD. Instructional designers or educators could utilize this model to understand the process, and further offer an effective or efficient training programs for their trainees.

Technical Perspectives on Theory in Screen-Based Virtual Reality Environments

The Problem Human resource development (HRD) functions in a world of exploding technology to which it has responded by developing virtual HRD (VHRD). Through appropriate technology, VHRD can lead organizations into more effective learning, both formal and informal. Screen-based virtual reality environments (SVREs) are well suited as a platform for this learning advancement. However, many HRD professionals may be unfamiliar with the technical theories underpinning SVRE design. Understanding these theories is important for using this technology effectively. The Solution This article offers HRD professionals an introduction to SVREs and the technical theory inherent within their design, and discusses implications of SVREs for learning and VHRD. It also describes the Theory U leadership model as a framework for researching and using SVREs in VHRD. The Stakeholders This article is aimed at both VHRD researchers and practitioners. It encourages researcher/practitioner partnerships as an appropriate strategy for developing, evaluating, and applying this technology.

A Synthesis of New Perspectives on Virtual HRD

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.

Introducing New Perspectives on Virtual Human Resource Development

The Problem Initial explorations of virtual human resource development (VHRD) were published in the 12(6) issue of Advances, but these articles were only an initial step toward conceptualization. New perspectives on VHRD have developed over the past 4 years, particularly about human resource development’s (HRD) role in the development of new technology. The Solution This article provides a brief overview of existing published literature on VHRD, offers new conceptualizations of HRD’s role with technology development, and introduces the articles in this issue that advance their own new perspectives. This article argues that HRD must adopt new skills and develop explanatory models for growing organizational learning capacity in virtual work. The Stakeholders This article is of interest to practitioners and managers who lead technology projects and work within technology-enabled professional environments, as well as scholars interested in studying VHRD.

Exploring a Sociomaterial Perspective on Technology in Virtual Human Resource Development

The Problem Technology is creating immersive digital ecosystems that will radically transform the way humans communicate, collaborate, and create. Virtual human resource development (VHRD) is an example of this phenomenon in the field of HRD. With the emergence of VHRD, HRD scholars need to develop more robust conceptualizations of technology, and HRD practitioners need to play a larger role in technology development. Enhanced theoretical perspectives on technology are needed to support these endeavors. The Solution A sociomaterial perspective on technology, which is being used for the study and development of phenomena such as virtual worlds in other disciplines, can help HRD practitioners and scholars develop a more robust understanding of VHRD and participate more effectively in technology development. The Stakeholders HRD practitioners and scholars can use a sociomaterial perspective on technology to facilitate their engagement in VHRD development and scholarship.

How an Intranet Provides Opportunities for Learning Organizational Culture

The Problem Organizational culture is a central part of defining virtual human resource development (VHRD), yet little empirical research has uncovered the relationship between culture and intranets. Intranets constitute the webbed environment that enables VHRD, and much can be learned from studying an intranet used strategically for an organization. Specifically, the problem addressed in this article was the question, how does an intranet provide opportunities for learning organizational culture? The Solution Case research in a hospital setting explored the problem and found four themes for how an intranet enabled participants to learn and experience the larger culture. A primary conclusion of the study was that an intranet can convey and renew organizational culture when members interact and experience organizational values in action. Implications for human resource development (HRD) professionals include addressing the design and development of organizational systems to support cultural messages that are congruent with organizational objectives and to consider how intranets can support informal learning and community building necessary for VHRD. The Stakeholders Stakeholders for this article include HRD professionals who help implement new technology and use technical applications to support practice, leaders who oversee virtual work, and scholars who aim to further research and theory in VHRD.

The Role of Swift Trust in Virtual Teams and Implications for Human Resource Development

The Problem The combination of flatter organizational structures, globalization, cost-saving initiatives, and the increased emphasis on knowledge sharing has been a contributor to the use of virtual teams in U.S. organizations. The Solution To perform efficiently in a virtual environment, team members must develop swift trust, which does not come inherently with team membership. Understanding the individual, team, organizational, and technological barriers affecting the development of swift trust is critical to an appreciation of how such barriers can be overcome. The Stakeholders In this article, we indicate how virtual human resource development (VHRD) can assist virtual teams, managers, and HR professionals overcome swift trust development barriers. The intended audience for this article includes HRD scholars, scholar-practitioners, practitioners, and students interested in understanding how trust is fostered in virtual teams and how HRD practitioners can make a valuable contribution to the effectiveness of virtual teams.

Workplace Technology and the Creation of Boundaries

The Problem Significant advances in technology and the increasing ways in which employees use it in their work and personal lives have led to an environment in which employees can work nearly anytime and anywhere. Although virtual human resource development (VHRD) brings with it useful efficiencies and increased opportunities for learning, the prospect of 24/7 learning can have a deleterious impact on work–life balance for employees. The Solution The aim of this article is to first explain how work–life balance and workplace technology interact to affect the lives of employees. The article models boundaries between these areas and recommends that attention to work–life balance become part of practice when human resource development (HRD) professionals design virtual learning or help develop workplace technologies and policies. The Stakeholders Stakeholders include HRD professionals, scholars who study work–life balance, and organizational leaders who implement workplace technology policies and practices.

An Initial Conceptualization of Virtual Scenario Planning

The Problem Recent disruptive events introduced high volatility and uncertainty into the contemporary organizational environment whereby well-established organizations found scenario planning (SP) useful to craft strategy. However, because SP is typically a very costly endeavor, it is less accessible to new startups, small businesses, nonprofits, and large-scale organizations that could greatly benefit. The Solution We propose an initial conceptual model whereby sophisticated technologies that typically enable virtual events be utilized to facilitate virtual SP activities for real-time participation from geographically disbursed locations reducing expenses and providing access to one of human resource development’s (HRD’s) strategic learning tools. We posit that HRD professionals be involved in planning and implementation through the scope of technology development within the context of virtual HRD. The Stakeholders This article provides researchers and scholar-practitioners with a conceptualization of current thinking around the notion of utilizing technology to create an online environment conducive for SP. This article will be of particular interest to those involved in formulating organizational strategy including those where costs of face-to-face SP and other forms of strategic initiatives are either time or cost prohibitive.