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Cited by

• 2007Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment144 cited
• 2002Transformative Learning as a Condition for Transformational Change in Organizations129 cited
• 2004Lifelong Learning as Transitional Learning106 cited
• 2005The Indian perspective of strategic HR roles and organizational learning capability96 cited
• 2009Desperately seeking alignment: reflections of senior line managers and HRD executives64 cited
• 2008The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services48 cited
• 2016Holistic Human Resource Development: Balancing the Equation through the Inclusion of Spiritual Quotient43 cited
• 2007Human Resource Management for Continuous Improvement43 cited
• 2008The effects of scenario planning on participant decision‐making style43 cited
• 2006A Play of Four Arenas37 cited
• 2006Roles of informal workplace trainers in different organizational contexts: Empirical evidence from Australian companies33 cited
• 2009Understanding the HRD Role in MNCs:The Imperatives of Social Capital and Networking33 cited
• 2014Utilizing institutional perspectives to investigate the emergence, rise, and (relative) decline of corporate universities29 cited