Articlegreen2001

Analyzing firm training: Five propositions for future research

Andrew Christopher Smith · Peter John Dowling

29 citations0/0 files storedHuman Resource Development Quarterly

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Human Resource Development and Performance Evaluation Human Resource and Talent Management Education, Management, Technology, Human Resources

Abstract

Abstract This article presents findings from a qualitative study of firm training in a number of manufacturing companies in Australia. It relates the extent of training provided by the firms to their employees to a variety of independent variables, including business strategy, technology, industrial relations, management attitudes, and the competitive performance of the firms.

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References

1994Qualitative Data Analysis: An Expanded Sourcebook 1991Case Study Research: Design and Methods 1989Building Theories from Case Study Research 1985The Second Industrial Divide 1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development 1992Theoretical Perspectives for Strategic Human Resource Management 1987Linking Competitive Strategies with Human Resource Management Practices 1991Better Stories and Better Constructs: The Case for Rigor and Comparative Logic

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2012Talent management in practice in A ustralia: individualistic or strategic? An exploratory study 2012Talent management practices in Italy – implications for human resource development 2009Training drivers, competitive strategy and clients' needs 2004Determinants of participation and nonparticipation in job‐related education and training in Shenzhen, China 2018Training culture 2012Increasing the competitive positions of countries through employee training

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