Showing papers in "Advances in Developing Human Resources in 2003"
TL;DR: In this paper, a model of a learning organization was developed that draws on both the literature and organizational case studies to diagnose their current status and guide change, and scholars wanted better measures of learning to compare organizations and to explore links between organizational learning and the performance of the firm.
Abstract: The problem and the solution. Some organizations seek to become learning organizations. Yet, implementation is elusive and is not often based on research about what constitutes a learning culture. Over the past 16 years, a model of a learning organization was developed that draws on both the literature and organizational case studies. However, organizations wanted a way to diagnose their current status and guide change, and scholars wanted better measures of learning to compare organizations and to explore links between organizational learning and the performance of the firm. The solution was to develop and validate an instrument that addresses these needs.
1,051 citations
TL;DR: In this article, the authors show how the concept of a learning culture can be adequately measured and validated by relating it to organizational performance and how to assess the effect of such an abstract idea and its effect on organizational performance.
Abstract: The problem and the solution. There continues to be a strong interest in the learning organization construct. This construct has attracted increasing attention conceptually but has been underresearched empirically. Human resource development scholars and practitioners alike face a challenge when they attempt to assess such an abstract idea and its effect on organizational performance. This article shows how the concept of a learning culture can be adequately measured and validated by relating it to organizational performance.
237 citations
TL;DR: In this paper, the authors examined the relationship between learning organization dimensions and nonprofit performance and how it impacts nonprofit organizations' ability to become nonprofit learning organizations and the results offer guidance to human resource developers and managers who desire to integrate learning organization concepts into nonprofit organizations.
Abstract: The problem and the solution. Few empirical studies have examined the relationship between learning organization dimensions and nonprofit performance. This study was conducted to understand this relationship and how it impacts nonprofit organizations' ability to become nonprofit learning organizations. The results offer guidance to human resource developers and managers who desire to integrate learning organization concepts into nonprofit organizations.
88 citations
TL;DR: The problem and the solution of globalization, an inevitable and irreversible force that has significantly affected the workplace and the community, in ways both good and bad, are discussed in this paper.
Abstract: The problem and the solution. Globalization, an inevitable and irreversible force, has significantly affected the workplace and the community, in ways both good and bad. Human resource development'...
82 citations
79 citations
TL;DR: In this paper, a survey of 55 human resource development and HRD-related practitioners and academics identified trends, variables, and challenges that they believe are affecting and will affect the profession during the next 15 to 20 years.
Abstract: The problem and the solution. The future holds countless challenges. The future cannot be known, and it must not be ignored. Understanding trends and indicators emerging today helps us to proactively think about potential future developments and positions us to constructively shape them. This article reports on a survey of 55 human resource development (HRD) and HRD-related practitioners and academics who identified trends, variables, and challenges that they believe are affecting and will affect the profession during the next 15 to 20 years.
68 citations
TL;DR: In this paper, the influence of mental models on decision-making processes and how they can be made explicit and altered is discussed, and it is suggested that working with mental models can be viewed as a developmental process and thus is within the domain of human resource development expertise.
Abstract: The problem and the solution. Humans constantly construct mental models of reality, which include their assumptions, beliefs, experiences, and biases about the world. In fact, humans construct mental models of reality often without an awareness of it. In decision making, mental models include an individual's perception of a situation, variables in the system, alternative solutions, decision premises, and biases. Because mental models reflect the decision structure and are difficult to understand on a concrete level, this article aims to illustrate the influence of mental models on decision-making processes and, more important, how they can be made explicit and altered. In addition, this article suggests that working with mental models can be viewed as a developmental process and thus is within the domain of human resource development expertise.
68 citations
TL;DR: The expectation for "Just-in-time learning" (JIT learning) in the workplace is growing as mentioned in this paper, and despite the increasing demand for JIT learning, we are only beginning to comprehend what it is and its implications for the field of human resource development.
Abstract: The problem and solution. The expectation for “just-in-time learning” (JIT learning) in the workplace is growing. JIT learning is broadly conceived as anywhere, anytime, anyhow learning that is just enough, just for me, and just in time. However, despite the increasing demand for JIT learning, we are only beginning to comprehend what it is and its implications for the field of human resource development (HRD). This article provides a current perspective on JIT learning and summarizes issues likely to confront HRD practitioners and theorists.
67 citations
TL;DR: In this article, the authors found that although the learning culture of the organization has more to do with whether the innovation will be used than what the individual feels about it, ultimately it is the individual organizational context that makes the difference in this relationship.
Abstract: The problem and the solution. Learning culture is seen as a prerequisite for successful organizational change and innovation. Also, the individual is seen as the factor that differentiates profound innovation implementation from “busy work.” This study in the Malaysian public sector found that although the learning culture of the organization has more to do with whether the innovation will be used than what the individual feels about it, ultimately it is the individual organizational context that makes the difference in this relationship.
57 citations
TL;DR: In this paper, the authors examined the relationship between the learning organization concept and firms' financial performance and found that organizations that embrace strategies consistent with learning organization literature are thought to achieve improved performance.
Abstract: The problem and the solution. Organizations that embrace strategies consistent with the learning organization literature are thought to achieve improved performance. Yet few empirical studies have examined the relationship between the learning organization concept and firms' financial performance. To assess this association, managerial responses to the Dimensions of the Learning Organization Questionnaire along with objective measures of firms' financial performance were obtained.
54 citations
TL;DR: The problem and the solution of the future of the field of human resource development (HRD) cannot be precisely foretold, trends and analyses provide us with insight into the challenges as discussed by the authors.
Abstract: The problem and the solution. Although the future of the field of human resource development (HRD) cannot be precisely foretold, trends and analyses provide us with insight into the challenges like...
TL;DR: In this article, a study of eight firms in Bogota, Colombia focuses on the process of within-firm transfer of tacit knowledge and the seven dimensions of the learning organization as determinants of performance.
Abstract: The problem and the solution. The growing interest developed around transfer of tacit knowledge and its effect on performance has not been matched by an equivalent effort to provide empirical evidence supporting these hypotheses This study of eight firms in Bogota, Colombia focuses on the process of within-firm transfer of tacit knowledge and the seven dimensions of the learning organization as determinants of performance.
TL;DR: In this article, the authors describe decision-making processes and the many sources of bias that confound decision makers in their attempts to solve problems, and suggest ways to minimize the influence of biases in the decision making process.
Abstract: The problem and the solution. Effectively solving problems is a common goal for individuals and organizations, and successful problem solving is dependent on the quality of decisions made along the way. Making decisions to diagnose and direct organizational performance improvement efforts is a continual task throughout the human resource development (HRD) process. However, evidence shows that there is a large gap between theory and practice in effective decision making. In practice, the decision-making process is heavily influenced by the assumptions and biases of the decision makers. This article describes decision-making processes and the many sources of bias that confound decision makers in their attempts to solve problems. Furthermore, it describes the implications of these biases for HRD professionals and suggests ways to minimize the influence of biases in the decision-making process. Attending to the pitfalls of decision-making biases is crucial to improving the success of decisions that drive HRD ...
TL;DR: The effect of cultural values on multicultural team learning as described in the literature is discussed in this paper, where theoretical implications as well as implications for human resource development practitioners are presented.
Abstract: The problem and the solution. Leading, working, and facilitating learning in multicultural teams represents one of the main challenges faced by today’s organizations. The advantages associated with multicultural teams (e.g., the symbiosis of different wealth of knowledge, ideas, and approaches to life and work) prove to be the major challenges in working in and leading these teams (e.g., differences in beliefs, attitudes, behavior patterns, paradigms, and thus different approaches to learning). Recognizing the importance of team learning and its facilitation in meeting the aforementioned challenges, this chapter presents the effect of cultural values on multicultural team learning as described in the literature. Theoretical implications as well as implications for human resource development practitioners are presented.
TL;DR: In this paper, a study suggests that even without a systematic approach, some of the features of a learning organization can develop through efforts at the individual and systemic levels but that the issue of power relationships in the organization is highly significant.
Abstract: The problem and the solution. An organization that does not have a history of being a learning organization but has experienced generally confrontational industrial relations began to change its learning culture. This study suggests that even without a systematic approach, some of the features of a learning organization can develop through efforts at the individual and the systemic levels but that the issue of power relationships in the organization is highly significant.
TL;DR: The problem and the solution as mentioned in this paper : Cultural dimensions such as power distance, individualism/collectivism, masculinity, and cohesiveness all influence team learning processes, conditions, and outcomes.
Abstract: The problem and the solution. Cultural dimensions such as power distance, individualism/collectivism, masculinity, and cohesiveness all influence team learning processes, conditions, and outcomes. This creates unique and diverse challenges for human resource development professionals working with teams. These challenges require mindful and creative approaches to interventions to facilitating team learning through the use of metaphors and methods of providing for equivocality and anonymity.
TL;DR: In this paper, the authors present the trends that are deemed the most uncertain and have the highest potential impact on the discipline of HRD and examine what we can learn from considering the implications of such trends, how our thinking might change from what we learn and what decisions we might make differently as a result of having considered them.
Abstract: The problem and the solution. Human resource development (HRD) is influenced by trends in other disciplines, demographics, politics, technology, and a number of other domains. To gain insight about the future, those trends can be assessed and sorted into categories. The intent of this article is to present the trends that are deemed the most uncertain and have the highest potential impact on the discipline of HRD. Furthermore, this article examines what we can learn from considering the implications of such trends, how our thinking might change from what we learn, and what decisions we might make differently as a result of having considered them.
TL;DR: The problem and the solution as discussed by the authors : Organizations and employees are facing challenges that arise from the changing nature of work and the need for corporate social responsibility, they have similar implications for human resource development (HRD) and education and share links to the importance of lifelong learning.
Abstract: The problem and the solution. Organizations and employees are facing challenges that arise from the changing nature of work and the need for corporate social responsibility. Although two separate trends, they have similar implications for human resource development (HRD) and education and share links to the importance of lifelong learning. Through a whole system perspective on learning and collaboration between HRD and the education system, employees and organizations can adapt to the changes and benefit individuals, organizations, and society.
TL;DR: In this paper, the authors describe the future search conference and how a global team of voluntarized individuals participated in the conference, and how they explored the future of human resource development.
Abstract: The problem and the solution. What methodologies exist to explore the future of human resource development? This article describes one, the future search conference, and how a global team of volunt...
TL;DR: The problem and the solution of professional codes of ethics are the foundation for responsible human resource development (HRD) research and practice and can help to define the field of HRD as mentioned in this paper.
Abstract: The problem and the solution. Professional codes of ethics are the foundation for responsible human resource development (HRD) research and practice and can help to define the field of HRD. Such co...
TL;DR: In this paper, the authors examine the behaviors, processes, and conditions associated with team learning in different cultural contexts to understand the influence of culture on patterns of group dynamics and consequently, group learning.
Abstract: The problem and the solution. Team learning is seen as a pivotal phenomenon for helping organizations learn and adapt to rapidly changing task environments. Culture has a strong influence on patterns of group dynamics and consequently, group learning. Models of team learning need to be taken as a point of departure by examining the behaviors, processes, and conditions associated with team learning in different cultural contexts. This inquiry should be informed by the existing literature on national culture.
TL;DR: In this article, the authors proposed an integrative model of decision making and drew implications for human resource development practice, which considers the impacts of organizational political factors on decision-making.
Abstract: The problem and the solution. Despite the vast range of theoretical conceptualizations and empirical studies, little is considered about the impacts of organizational political factors on decision making. The dominant perspective views decision making as an individual psychological process and regards social and political factors as irrelevant. Viewing organizational decision making as a social and political process, this article proposes an integrative model of decision making and draws implications for human resource development practice.
TL;DR: A Participant's Guide as mentioned in this paper provides descriptions of potential problems that lead to low scores and offers suggestions about activities that might be used to improve scores and thereby create a stronger learning culture.
Abstract: The problem and the solution. Once an organization has diagnosed its learning culture, it may not know how to interpret the results or select alternative practices to move toward desired change. This article presents a Participant's Guide that helps organizations understand and make use of their Dimensions of the Learning Organization Questionnaire results. This guide provides descriptions of potential problems that lead to low scores and offers suggestions about activities that might be used to improve scores and thereby create a stronger learning culture.
TL;DR: The problem and the solution of increasing shareholder pressure for short-term profits was identified as the number one business trend affecting the human resource development (HRD) profession during the ASTD/AHRD future search conference and the issue most in conflict with HRD values as mentioned in this paper.
Abstract: The problem and the solution Increasing shareholder pressure for short-term profits was identified as the number one business trend affecting the human resource development (HRD) profession during the ASTD/AHRD (Academy of Human Resource Development) future search conference and the issue most in conflict with HRD values Subsequent events have thrown the concept of managing businesses based solely on shareholder value into a state of flux This article examines the concept of shareholder value and suggests ways HRD professionals can and must influence the debate
TL;DR: The legacy of apartheid has left South Africa a bicultural society in which the normal divisions that often work to inhibit collective learning are intensified and magnified as mentioned in this paper, and this problem can be addressed by building on the tradition of Ubuntu to establish a balance between dialogue and discussion, encourage the use of narratives, and focus on participation as a form of power redistribution and giving voice.
Abstract: The problem and the solution. The legacy of apartheid has left South Africa a bicultural society in which the normal divisions that often work to inhibit collective learning are intensified and magnified. This problem can be addressed by building on the tradition of Ubuntu to establish a balance between dialogue and discussion, encourage the use of narratives, and focus on participation as a form of power redistribution and giving voice.
TL;DR: In this paper, the authors argue that decision making is a fundamental component of any HRD activity and that decision-making expertise is at the core of HRD activities, and that it is the responsibility of human resource development professionals to improve their own decision making, to develop decision making expertise in organizations, and to facilitate good decision making in organizations.
Abstract: The problem and the solution. Preliminary discussions with human resource development (HRD) professionals revealed opinions that decision making was not within the domain of HRD. On the contrary, this article provides the argument that decision making is a fundamental component of any HRD activity. Furthermore, decision-making expertise is at the core of HRD activity. This article clarifies the connection between decision making and HRD. More specifically, this article outlines the responsibility of HRD professionals to improve their own decision making, to develop decision-making expertise in organizations, and to facilitate good decision making in organizations. Finally, this article outlines the core challenges to effective decision making that constitute the focus of this issue of Advances in Developing Human Resources.
TL;DR: The problem and the solution of making learning meaningful as discussed by the authors is the hallmark of an effective learning process, so that it is focused on development of individuals and realization of the organization's goals and objectives.
Abstract: The problem and the solution. Making learning meaningful—so that it is focused on development of individuals and realization of the organization's goals and objectives—is the hallmark of an effecti...
TL;DR: In this article, the authors present examples of the type of program and the nature of the decision making that HRD (human resource development) professionals could be involved in or responsible for in order to understand and be aware of the implications of bounded rationality in decision making.
Abstract: The problem and the solution. Initiatives intended to bring about positive organizational change and improvement often fail to achieve their intended goals. Although hindsight can be used to generate a list of reasons why a program failed, these reasons tend to be symptomatic of the real problem. The examples presented in this article are representative of the type of program and the nature of the decision making that HRD (human resource development) professionals could be involved in or responsible for. To truly be strategic within the organization, HRD professionals need to take a leadership role in anticipating and preventing program failures. This means that HRD professionals need to understand and be aware of the implications of bounded rationality in decision making.
TL;DR: In this article, the role of sovereign power in team learning is recognized and a learning strategy directed toward a transition to disciplinary power is a condition for team learning and organizational learning processes.
Abstract: The problem and the solution. One very strong and cohesive aspect of Korean culture is a traditionally strict sense of hierarchy based on age, gender, and formal position that dictates interaction, including communication patterns among coworkers. Embedded in this hierarchical aspect of the culture is a pattern of sovereign power. Team learning and organizational learning processes are potentially inhibited by these characteristics. It is important to recognize the role of sovereign power prior to implementing teams as organizational learning mechanisms. A learning strategy directed toward a transition to disciplinary power is a condition for team learning.