Basics of qualitative research: Grounded theory procedures and techniques

Attachment--and loss.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Cultivating Communities of Practice: A Guide to Managing Knowledge

The upshot of these needs for change is both dismaying and exciting, both disturbing in the destruction of long-familiar patterns of dealing with human suffering, and paradoxically hopeful in raising the possibility that significant failures in our health care systems of the past — limited access to medical care and grossly inadequate public sector “non-systems”, for example — may now be addressed more successfully.

Administration and policy in mental health

Purpose – The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations.Design/methodology/approach – The paper reviews the relatively scant and fragmented literature on talent development processes.Findings – The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development.Research limitations/implications – The paper is solely theoretical in nature; however, it does identify gaps for further research.Practice implications – The paper raises a number of important questions that should be considered by organisations when they engage in talent development.Originality/value – The paper contr...

/pdf/mapping-talent-development-definition-scope-and-architecture-4eyd94kyeg.pdf

Mapping talent development: definition, scope and architecture

A considerable body of research exists on corporate social responsibility (CSR) and corporate sustainability (CS). However, there is significantly less on the influence of employees on the adoption of CSR and CS initiatives. Given the centrality of employees as stakeholders in CSR/CS adoption, it is important to understand how barriers at individual, organizational, and institutional levels of analysis influence the adoption of CSR/CS initiatives. An understanding of these barriers will illuminate the potential contribution of human resource development (HRD) to their removal. HRD has a major role to play in changing employee behavior and organizational values and there are significant affinities between HRD and CSR/CS concerning behavior and change. This article discusses a typology of HRD interventions that may be used to address barriers to the implementation of CSR/CS initiatives.

Conceptualizing the Behavioral Barriers to CSR and CS in Organizations: A Typology of HRD Interventions

This article reviews the emerging literature on developmental relationships and proposes a typology of relationships. Developmental relationships are defined as either formal or informal relationships where an individual takes an active interest in and initiates actions to advance the development of another. The authors focus on five dimensions of developmental relationships: type, network effect, object of learning, time span of outcomes, and developer style. The authors propose four developmental relationship types: organizational navigator, sponsor of development, grandparent, and friend. The authors also identify implications of their typology for both research and practice.

Reconceptualizing Developmental Relationships

This chapter focuses on conceptualising mentoring and other developmental relationships from a relational perspective. Relationships at work are important sources of information, learning, development and can assist with career decision making. Research on mentoring has generated substantial evidence of the outcomes of mentoring. However, there is still a lot left to be learned about how highly effective, meaningful developmental relationships function and how they are constructed and perceived as valuable by the relationship members. Our understanding of these relationships can be enhanced through examining the qualities and characteristics through a relational theory construct. We discuss various roles and functions of developmental relationships vis-a-vis relational or social cognition theory, social support theory, social capital theory, attachment theory, relatedness theory, self-in-relation theory, and leader–member exchange theory. These theories highlight various relationship characteristics with implications for relationship quality such as trust; compatibility; authenticity; dialogue, reflection and feedback; and relationship proximity. This helps explain how supportive relationships flourish and contribute to personal learning and career development.

Understanding the Relational Characteristics of Effective Mentoring and Developmental Relationships at Work

................................................................................................................... i Table of Tables ...................................................................................................... vii Table of Figures ..................................................................................................... ix Acknowledgements ................................................................................................ xi Declaration ........................................................................................................... xiii Chapter

Andrew Rock

Papers

Mapping talent development: definition, scope and architecture

Conceptualizing the Behavioral Barriers to CSR and CS in Organizations: A Typology of HRD Interventions

Reconceptualizing Developmental Relationships

Understanding the Relational Characteristics of Effective Mentoring and Developmental Relationships at Work

Understanding formal career mentoring: a relational and social support perspective