Article1994

CEO Beliefs, Management Development, and Corporate Strategy

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Human Resource Development and Performance Evaluation Leadership and Management in Organizations Human Resource and Talent Management

Abstract

This study explored possible relationships between management development (MD) and corporate strategy. First, the beliefs of CEOs and training officers (TO) concerning the role of MD in the strategy process were compared. Second, the study focused on the influence of CEO and TO beliefs on actual MD practices. And finally, possible relationships between MD and various measures of corporate performance were examined. Results revealed differences between CEOs and TOs regarding the role of MD in the strategy process and the link between MD and business need. Some evidence that CEO beliefs influence MD practices were found. No significant difference among firms on the nature of MD practices were revealed. Implications for practice are discussed.

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2015Strategic human resource management 1986PERFORMANCE, SLACK, AND RISK TAKING IN ORGANIZATIONAL DECISION MAKING.1991TESTING A CAUSAL MODEL OF CORPORATE RISK TAKING AND PERFORMANCE.1992Training and Development in Work Organizations 1992An Integrative Framework for Strategy-Making Processes 1990The strategy process, middle management involvement, and organizational performance 1988ATTITUDES TOWARD RISK AND THE RISK-RETURN PARADOX: PROSPECT THEORY EXPLANATIONS.1988Strategic Human Resources Management: A Review of the Literature and a Proposed Typology

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