HRD research and design science: recasting interventions as artefacts

Abstract

This article is concerned with the design science approach as a potential enabler of problem-focused and solution-led HRD research. The article highlights the issues of the relevance and impact of HRD research and considers the design science approach as one way of resolving these matters. It summarizes by way of background the origins and precepts of design science, delineates HRD research from classical design sciences and explanatory sciences, analyses the ways in which management researchers have interpreted and applied design science and recognizes parallels with HRD research. The article argues that HRD research should endeavour to produce both problem-relevant generalizable knowledge that is useable by HRD practitioners to solve their pressing organizational field problems and its own class of theories. It proposes the recasting of HRD interventions as artefacts based on a logic of design and prescription. The article concludes by suggesting some ways in which an ‘HRD research as design science’ agenda might be advanced.

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