Articlegreen2003

HRD: working at the boundaries and interfaces of organisations

Alma M. McCarthy · Thomas Noel Garavan · Thomas O’Toole

17 citations0/0 files storedJournal of European Industrial Training

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Human Resource Development and Performance Evaluation Human Resource and Talent Management Organizational Management and Change

Abstract

This paper argues that human resource development (HRD) can make an important contribution in facilitating the effective management of boundaries and interfaces in organisations. Organisations are increasingly required to network and collaborate both internally and externally in order to achieve key strategic objectives. HRD can facilitate and contribute to this process at four levels of intervention.

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References

1996Sensemaking in Organizations 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1994The Capabilities of Market-Driven Organizations 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 1995Market Orientation and the Learning Organization 2000All in a Day'S Work: Boundaries and Micro Role Transitions 1992FORMAL AND INFORMAL MENTORSHIPS: A COMPARISON ON MENTORING FUNCTIONS AND CONTRAST WITH NONMENTORED COUNTERPARTS 1994ROLE OF PROT+G+ PERSONALITY IN RECEIPT OF MENTORING AND CAREER SUCCESS.

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2016Training Needs Assessment at Assir General Educational Directorate, Saudi Arabia 2006Get educators to absorb the power of HRD in molding quality education 2017The influence of individual and organizational variables on informal learning among nurses in Korean hospitals

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