A new role for HRD for emergent organizations

Emerald - Tập 17 Số 6 - Trang 15-17 - 2003

Tóm tắt

From the perspective of being engaged with training, learning, development over four decades, my view is that HRD has never quite been able to decide whether its focus should be on individual needs (personal development as well as skills and knowledge improvement) or the organization’s business and strategic needs.

Từ khóa


Tài liệu tham khảo

Garvey, B. and Williamson, B. (2002), Beyond Knowledge Management – Dialogue, Creativity and the Corporate Curriculum, Financial Times/Prentice Hall.

Pedler, M., Burgoyne, J. and Boydell, T. ( 2001), A Manager’s Guide to Self‐Development Fourth Edition, McGraw Hill.

Snowden, D. (2002), “Complex acts of knowing: paradox and descriptive self‐awareness”, Journal of Knowledge Management, Vol. 6 No. 2, pp. 100‐11.

Stacey, R. (2001), Complex Responsive Processes in Organizations – Learning and Knowledge Creation, Routledge.

Stacey, R.D. (1996), Complexity and Creativity in Organizations, Berrett‐Koehler, San Francisco, CA.

Stephenson, J. and Critten, P. (2003), “Maximising benefit from researching learning through work”, American Education Research Association, Paper for Work‐Place Learning Symposium.

Wenger, E. (1998), Communities of Practice: Learning, Meaning and Identity, Cambridge University Press.

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Emerald

Tập 17 Số 6

15-17

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