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Strategies of HRD Practitioners in Different Types of Organization: A Qualitative Study Among 18 South Australian HRD Practitioners
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Strategies of HRD Practitioners in Different Types of Organization: A Qualitative Study Among 18 South Australian HRD Practitioners (2010)Strategies of HRD Practitioners in Differ…Strategic Human Resource Development (2015)Strategic Human Resource Deve…Roles of informal workplace trainers in different organizational contexts: Empirical evidence from Australian companies (2006)Roles of informal workplace t…Is the HRD profession in the Netherlands changing? (2004)Is the HRD profession in the …How do HRD practitioners describe learning at work? (2004)How do HRD practitioners desc…Strategies of HRD professionals in organising learning programmes: a qualitative study among 20 Dutch HRD professionals (2003)Strategies of HRD professiona…HRD and Learning Organisations in Europe (2002)HRD and Learning Organisation…Exploring the practice of human resource development as a field of professional expertise (2002)Exploring the practice of hum…Strategic Human Resource Development (2000)Strategic Human Resource Deve…Learning network theory: The tension between learning systems and work systems in organizations (1998)Learning network theory: The …Organizational Learning II (1996)Organizational Learning IIHuman Resource Development (1983)Human Resource DevelopmentThe Good, the Bad, and the Ugly: The Many Faces of Constructivism (1995)The Knowledge-Creating Company (1995)Communities of practice learning, meaning, and identity (1999)Understanding the HRD Role in MNCs:The Imperatives of Social Capital and Networking (2009)Why is organizing human resource development so problematic? (2017)How do HRD professionals and business managers interact in organizing HRD activities? (2022)The fifth discipline, the art and practice of the learning organization (1991)The Construction of Shared Knowledge in Collaborative Problem Solving (1995)Organizational Learning: A Theory of Action Perspective (1997)Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran (2008)Antecedents of Employees’ Involvement in Work-Related Learning (2013)Teachers’ Everyday Professional Development (2016)Organizations: Rational, Natural, and Open Systems (1988)Andragogy and Social Capital Theory: The Implications for Human Resource Development (2004)Modeling Work-Related Learning on the Basis of Intentionality and Developmental Relatedness: A Noneducational Perspective (2004)Relations between characteristics of workplace practices and types of informal work‐related learning: A survey study among Dutch Police (2008)Communities of Practice (1998)The Leader as a Facilitator of Learning at Work : A study of learning-oriented leadership in two industrial firms (2008)Managerial Coaching as a Workplace Learning Strategy (2010)An empirical identification and categorisation of training best practices for ERP implementation projects (2013)Models for HRD practice (1989)Great ideas revisited (1996)Between ideal and tradition: the roles of HRD practitioners in South Australian organisations (2005)Why is organizing human resource development so problematic? (2017)Preferred human resource development activities and their functions: differences in perspective between managers and employees (2019)Transformative Learning as a Condition for Transformational Change in Organizations (2002)Lifelong Learning as Transitional Learning (2004)Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007)Job profile research for the purchasing profession (2005)Developing emotional intelligence through workplace learning: Findings from a case study in healthcare (2006)Affective Commitment as a Core Essence of Organizational Commitment (2015)Formal and informal learning in the workplace: a research review (2015)A meta-analytical integration of over 40 years of research on diversity training evaluation. (2016)Accounting for the Contradictory Organizational Consequences of Information Technology: Theoretical Directions and Methodological Implications (1999)TOWARD A THEORY OF MANAGING ORGANIZATIONAL CONFLICT (2002)Workplace Learning in Context (2004)The relationship between workplace learning and job satisfaction in U.S. small to midsize businesses (2002)The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD (2004)Talent management as a management fashion in HRD: towards a research agenda (2010)
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References

  • 1996Organizational Learning II978 cited
  • 1983Human Resource Development605 cited
  • 2015Strategic Human Resource Development277 cited
  • 2000Strategic Human Resource Development146 cited
  • 1998Learning network theory: The tension between learning systems and work systems in organizations124 cited
  • 2004How do HRD practitioners describe learning at work?100 cited
  • 2002HRD and Learning Organisations in Europe37 cited
  • 2006Roles of informal workplace trainers in different organizational contexts: Empirical evidence from Australian companies33 cited
  • 2004Is the HRD profession in the Netherlands changing?27 cited
  • 2003Strategies of HRD professionals in organising learning programmes: a qualitative study among 20 Dutch HRD professionals19 cited
  • 2002Exploring the practice of human resource development as a field of professional expertise19 cited

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