References
- Anikieva, M. (2021). The choice of customisation strategies in training: An overview of parameters and their systematisation. Australasian Journal of Educational Technology, 37(3), 170–186.
- Baldwin, T.T., Ford, J.K. and Blume, B.D. (2009). Transfer of Training 1988–2008: An Updated Review and Agenda for Future Research. In International Review of Industrial and Organizational Psychology (eds G.P. Hodgkinson and J.K. Ford). https://doi.org/10.1002/9780470745267.ch2
- Bartlett, K.R. (200. Accidental trainers versus HRD professionals. Human Resource Development Quarterly, 14: 231–234. https://doi.org/10.1002/hrdq.1062
- Barratt-Pugh, L., Hodge, S. and Smith, E. (2020). Learning and development practitioners: identity, profession and future trajectory. Asia Pacific Journal of Human Resource, 58: 220–246. https://doi.org/10.1111/1744-7941.12207
- Beausaert, S., Segers, M. R., van der Rijt, J., & Gijselaers, W. H. (2011). The use of personal development plans (PDPs) in the workplace: A literature review. Building Learning Experiences in a Changing World, 235–265.
- Berti, M., & Cunha, M. P. E. (2023). Paradox, dialectics or trade-offs? A double loop model of paradox. Journal of Management Studies, 60(4), 861–888.
- Bierema, L. L. (2002). A feminist approach to HRD research. Human Resource Development Review, 1(2), 244–268.
- Bierema, L., & Callahan, J. L. (2014). Transforming HRD: A framework for critical HRD practice. Advances in Developing Human Resources, 16(4), 429–444.
- Bierema, L., & Callahan, J. L. (2014). Transforming HRD: A Framework for Critical HRD Practice. Advances in Developing Human Resources, 16(4), 429–444. https://doi.org/10.1177/1523422314543818
- Blayney, C., Cormier-MacBurnie, P., & Young, J. D. (2020). The devolution of human resource management to line managers: A preliminary examination of the hotel industry in Halifax, Canada. Journal of Human Resources in Hospitality & Tourism, 19(4), 443–472.
- Blume, B. D., Ford, J. K., Baldwin, T. T., & Huang, J. L. (2010). Transfer of training: A meta-analytic review. Journal of Management, 36(4), 1065–1105.
- Boudreau, J., & Lawler III, E. E. (2014). Stubborn traditionalism in HRM: Causes and consequences. Human Resource Management Review, 24(3), 232–244.
- Burke, L. A., & Hutchins, H. M. (2007). Training transfer: An integrative literature review. Human Resource Development Review, 6(3), 263–296. https://doi.org/10.1177/1534484307303035
- Byrd, M. Y. (2023). HRD Practice: Who Is Doing the Work?. Advances in Developing Human Resources, 25(1), 3–4.
- Caligiuri, P., Lazarova, M., & Tarique, I. (2005). Training, learning and development in multinational organizations. International Human Resource Management: A Critical Text, 71–90.
- Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207–218. https://doi.org/10.1016/j.leaqua.2009.01.011
- Cayrat, C. & Boxall P. (2023). The Roles of the HR Function: A Systematic Review of Tensions, Continuity and Change. Human Resource Management Review, https://doi.org/10.1016/j.hrmr.2023.100984
- Chalofsky, N. (2007). The seminal foundation of the discipline of HRD: People, learning, and organizations. Human Resource Development Quarterly, 18(3), 431–442.
- Chen, Y., Currie, G., & McGivern, G. (2022). The role of professional identity in HRM implementation: Evidence from a case study of job redesign. Human Resource Management Journal, 32(2), 283–298.
- CIPD (2022). Learning and Development Strategy and Policy, London: CIPD.
- CIPD (2023). Learning at Work Survey Report, London: CIPD
- Collins, J. C., McFadden, C., Rocco, T. S., & Mathis, M. K. (2015). The problem of transgender marginalization and exclusion: Critical actions for human resource development. Human Resource Development Review, 14(2), 205–226.
- Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000). Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. Journal of Applied psychology, 85(5), 678.
- Cotter, C., Gerber, P., & Schutte, N. (2018). Transforming learning and development into a strategic value-adding business solution: A conceptual and business-minded framework. Economics, Management and Marketing (AC-EMM), 142.
- Cox, A., & Warner, M. (2013). Whither ‘training and development’in Vietnam?: learning from United States and J Japanese MNCs’ practice. Asia Pacific Journal of Human Resources, 51(2), 175–192.
- Crawshaw, J., Davis, A., & Budhwar, P. (2020). Human Resource Management: Strategic and International Perspectives. Sage Publishing 1-560.
- Dadd, D., & Hinton, M. (2022). Performance measurement and evaluation: Applying return on investment (ROI) to human capital investments. International Journal of Productivity and Performance Management. https://doi.org/10.1108/IJPPM-10-2021-0573
- Dameron, S. and Torset, C. (2014). Towards a Paradox Lens on Strategy. Journal of Management Studies, 51: 291–319. https://doi.org/10.1111/joms.12072
- Darwish, T. K., Singh, S., & Mohamed, A. F. (2013). The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan. The International Journal of Human Resource Management, 24(17), 3343–3362.
- Dignen, B and & Burmeister, T (2020). Learning and Development in the Organizations of the Future. In Three Pillars of Organisation and Leadership in Disruptive Times, ISBN : 978-3-030-23226-9.
- Dirkx, J.M. (1997). Nurturing Soul in Adult Learning. New Directions for Adult and Continuing Education, 1997: 79–88. https://doi.org/10.1002/ace.7409
- Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., … & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic. Human Resource Development International, 23(4), 380–394.
- Dixit, R., & Sinha, V. (2020). Addressing training and development bottlenecks in HRM: Facilitating a paradigm shift in building human capital in global organizations. in Contemporary Global Issues in Human Resource Management (pp. 141–161). Emerald Publishing Limited.
- Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource practices contribute. Human Resource Management Review, 30(1), 100693.
- Erthal, A., Frangeskou, M., & Marques, L. (2021). Cultural tensions in lean healthcare implementation: A paradox theory lens. International Journal of Production Economics, 233, 107968.
- Fenwick, T. J. (2004). Toward a Critical HRD in Theory and Practice. The Holocene, 54(3), 1113–1121. https://doi.org/10.1177/0959683610369505
- Ford, J.K. (2020). Learning in Organizations: An Evidence-Based Approach (1st ed.). Routledge. https://doi.org/10.4324/9780429260018
- Francis, H. and Keegan, A. (2006). The changing face of HRM: in search of balance. Human Resource Management Journal, 16: 231–249. https://doi.org/10.1111/j.1748-8583.2006.00016.x
- Fredberg, T. (2014). If I Say It’s Complex, It Bloody Well Will Be: CEO Strategies for Managing Paradox. The Journal of Applied Behavioral Science, 50(2), 171–188. https://doi.org/10.1177/0021886314522859
- Garavan, T.N., Hogan, C., Cahir-O’Donnell, A., & Gubbins, C. (2020). Learning and Development in Organisations: Strategy, Evidence and Practice. Cork: Oaktree Press.
- Garavan, T. N. (2007). A Strategic Perspective on Human Resource Development. Advances in Developing Human Resources, 9 (1), 11–30. https://doi.org/10.1177/1523422306294492
- Garavan, T., McCarthy, A., Sheehan, M., Lai, Y., Saunders, M. N., Clarke, N., … & Shanahan, V. (2019). Measuring the organizational impact of training: The need for greater methodological rigor. Human Resource Development Quarterly, 30(3), 291–309.
- Garavan, T. N., McCarthy, A., Lai, Y., Clarke, N., Carbery, R., Gubbins, C., Sheehan, M., & Saunders, M. N. K. (2021). Putting the system back into training and firm performance research: A review and research agenda. Human Resource Management Journal, 31(4), 870–903. https://doi.org/10.1111/1748-8583.12337
- Garavan, T., Koukpaki, A. S. F., Darcy, C., O’Brien, F., Oyedijo, A., & Adams, K. (2022). Signalling the corporate brand promise to front-line employees: The role of learning and development in internal branding. Tourism Management, 92, 104558.
- Garavan, T. N., McGuire, D., & Lee, M. (2015). Reclaiming the “D” in HRD: A Typology of Development Conceptualizations, Antecedents, and Outcomes. Human Resource Development Review, 14(4), 359–388. https://doi.org/10.1177/1534484315607053
- Garavan, T., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M., & Carbery, R. (2021). Training and organisational performance: A meta-analysis of temporal, institutional and organisational context moderators. Human Resource Management Journal, 31(1), 93–119.
- Garavan, T. N., Morley, M. J., Cross, C., Carbery, R., & Darcy, C. (2021). Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Human Resource Management, 60(2), 273–293.
- Garavan, T. N., Heneghan, S., O’Brien, F., Gubbins, C., Lai, Y., Carbery, R., … & Grant, K. (2020). L&D professionals in organisations: much ambition, unfilled promise. European Journal of Training and Development, 44(1), 1–86.
- Garavan, T. N., O’Brien, F., Duggan, J., Gubbins, C., Lai, Y., Carbery, R., … & Grant, K. (2020). The Current State of Research on Training Effectiveness. Learning and Development Effectiveness in Organisations: An Integrated Systems-Informed Model of Effectiveness, 99–152.
- Garavan, T., McCarthy, A., Sheehan, M., Lai, Y., Saunders, M. N., Clarke, N., … & Shanahan, V. (2019). Measuring the organizational impact of training: The need for greater methodological rigor. Human Resource Development Quarterly, 30(3), 291–309.
- Gerpott, F. H. (2015). The right strategy? Examining the business partner model’s functionality for resolving Human Resource Management tensions and discussing alternative directions. German Journal of Human Resource Management, 29(3-4), 214–234.
- Glaister, A.J. (2014), The HR function and human resource outsourcing. Human Resource Management Journal, 24: 211–226. https://doi.org/10.1111/1748-8583.12031
- Gibb, S. (2003). Line manager involvement in learning and development: small beer or big deal?. Employee Relations, 25(3), 281–293.
- Govender, C. M., & Adegbite, W. M. (2022). Evolving Role of Learning and Development Specialists in the 21st Century Fourth Industrial Revolution Workplace International Journal of Entrepreneurship, (26 1), 1–16.
- Greenan, P. (2016). Personal development plans: insights from a case based approach. Journal of Workplace Learning, 28(5), 322–334.
- Gubbins, C., Garavan, T. N., & Bennett, E. E. (2023). Digital Learning: A Bright New Dawn for Learning and Development. In The Future of Work: Challenges and Prospects for Organisations, Jobs and Workers (pp. 127–149). Cham: Springer International Publishing.
- Gubbins, C., Harney, B., van der Werff, L., & Rousseau, D. (2018). Enhancing the trustworthiness and credibility of HRD: Evidence-based management to the rescue?. Human Resource Development Quarterly, 29(3), 193–202.
- Hamouche, S. (2021). Human resource management and the COVID-19 crisis: Implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization, 1–16.
- Harney, B., & Collings, D. G. (2021). Navigating the shifting landscapes of HRM. Human Resource Management Review, 31(4), 24–36.
- Hargrave, T. J., & Van de Ven, A. H. (2017). Integrating Dialectical and Paradox Perspectives on Managing Contradictions in Organizations. Organization Studies, 38(3-4), 319–339. https://doi.org/10.1177/0170840616640843
- Harrison, R ( 2005). Learning and Development, London, CIPD Publishing.
- Heizmann H. & Fox S. (2019). O Partner, Where Art Thou? A critical discursive analysis of HR managers’ struggle for legitimacy, The International Journal of Human Resource Management, 30:13, 2026–2048, DOI: 10.1080/09585192.2017.1314974
- Holton III, E. F. (2000). On the nature of performance and learning in human resource development. Advances in Developing Human Resources, 2(3), 60–64.
- Hutchinson, S., & Purcell, J. (2007). Learning and the line: The role of line managers in training, learning and development. London: CIPD.
- Jaiswal, A., Arun, C. J., & Varma, A. (2022). Rebooting employees: Upskilling for artificial intelligence in multinational corporations. The International Journal of Human Resource Management, 33(6), 1179–1208.
- Jooss, S., McDonnell, A. & Skuza, A. (2023). Middle managers as key talent management stakeholders: Navigating paradoxes. European Management Review, 1–18. https://doi.org/10.1111/emre.12587
- Kapros, E., & Peirce, N. (2014). Empowering L&D managers through customisation of online learning analytics. In Learning and Collaboration Technologies. Designing and Developing Novel Learning Experiences: First International Conference, LCT 2014, Held as Part of HCI International 2014, Heraklion, Crete, Greece, June 22-27, 2014, Proceedings, Part I 1 (pp. 282–291). Springer International Publishing.
- Kenney, J.P.J. Donnelly, E.L and Reid, M.A. ( 1979). Manpower Training and Development: An Introduction, London: Institute of Personnel Management
- Kodwani, A. D. (2017). Decoding training effectiveness: the role of organisational factors. Journal of Workplace Learning, 29(3), 200–216.
- Kraiger, K., Ford, J. K., & Salas, E. (1993). Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation. Journal of Applied Psychology, 78(2), 311.
- Kraiger, K and Ford J.K (2021), The Science of Workplace Instruction: Learning and Development Applied to Work Annual Review of Organizational Psychology and Organizational Behavior 8:1, 45–72
- Kravariti, F., Tasoulis, K., Scullion, H., & Alali, M. K. (2023). Talent management and performance in the public sector: the role of organisational and line managerial support for development. The International Journal of Human Resource Management, 34(9), 1782–1807.
- Kuchinke, K. P. (1995). Managing learning for performance. Human Resource Development Quarterly, 6(3), 307.
- Kuchinke, K.P. (1998). Moving beyond the dualism of performance versus learning: A response to barrie and pace. Human Resource Development Quarterly, 9: 377–384. https://doi.org/10.1002/hrdq.3920090408
- Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2006). On the edge of identity: Boundary dynamics at the interface of individual and organizational identities. Human Relations, 59 (10), 1315–1341. https://doi.org/10.1177/0018726706071525
- Kurdi-Nakra, H., Kou, X., & Pak, J. (2022). The road taken and the path forward for HR devolution research: An evolutionary review. Human Resource Management, 61(2), 239–258.
- Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760–776.
- Li, J., Ghosh, R., & Nachmias, S. (2020). In a time of COVID-19 pandemic, stay healthy, connected, productive, and learning: words from the editorial team of HRDI. Human Resource Development International, 23(3), 199–207.
- Little, B. (2016). Benchmark report reveals trends in corporate learning and development, Industrial and Commercial Training, 48 (5), pp. 225–230. https://doi.org/10.1108/ICT-12-2015-0079
- Lundgren, H., & Poell, R. F. (2023). How do HRD professionals and business managers interact in organizing HRD activities?. Human Resource Development Quarterly, 34(2), 177–199.
- McCarthy, A., Garavan, T., Holland, D., Bohle Carbonell, K., Virtanen, T., O Kane, P., & Van Wart, M. (2022). Talent management in public science funding organizations: institutional logics, paradoxical tensions and HR actor responses. Public Management Review, 1–22.
- McGuire D. (2014). Human Resource Development: Theory and Practice, London: Sage. Second Edition.
- McInnes, P., Corlett, S., Coupland, C., Hallier, J., & Summers, J., (2017). Exploring Traditions of Identity Theory for Human Resource Development, 21–38.DOI: 10.4324/9781315671482
- Mikolajczyk, K. (2022). Changes in the approach to employee development in organisations as a result of the COVID-19 pandemic. European Journal of Training and Development, 46(5/6), 544–562.
- Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2018). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of management journal, 61(1), 26–45.
- Nanjappa, S., Ghosh, V., Acharya, S., Mukerjee, H. S., & Stl, V. (2022). Microlearning in corporate settings: practitioner perspectives. Human Resource Development International, 1–8.
- Noe, R., (2010). Employee Training and Development, New York; McGraw Hill
- Nolan, C.T. and Garavan, T.N. (2016), Human Resource Development in SMEs: A Systematic Review of the Literature. International Journal of Management Reviews, 18: 85–107. https://doi.org/10.1111/ijmr.12062
- Nolan, C. T., Garavan, T. N., & Lynch, P. (2020). Multidimensionality of HRD in small tourism firms: A case study of the Republic of Ireland. Tourism Management, 79, 104029.
- O’Brien, E. and Linehan, C. (2014). Emotional Challenges in the HR Role. Journal of Management Studies, 51: 1257–1285. https://doi.org/10.1111/joms.12098
- Olenick, J., Blume, B. D., & Ford, J. K. (2020). Advancing training and transfer research through the application of nonlinear dynamics. European Journal of Work and Organizational Psychology, 29(4), 541–555
- Patel, C., Budhwar, P., Witzemann, A., & Katou, A. (2019). HR outsourcing: The impact on HR’s strategic role and remaining in-house HR function. Journal of Business Research, 103, 397–406.
- Peng, X., Wang-Trexler, N., Magagna, W., Land, S., & Peck, K. (2022). Learning Agility of Learning and Development Professionals in the Life Sciences Field During the COVID-19 Pandemic: Empirical Study. Interactive Journal of Medical Research, 11(1), e33360.
- Phillips, J. J., & Phillips, P. P. (2016). Handbook of Training Evaluation and Measurement Methods. Routledge.
- Poell, R. F. (2022). Will human resource development become too important to be left to human resource development professionals? Employees and managers as strategic human resource development stakeholders. Human Resource Development Review, 21(3), 267–274.
- Poquet, O., Lim, L. A., & de Laat, M. (2022). Learning Analytics in the Corporate Sector: What Business Leaders Say?. IEEE Transactions on Learning Technologies, 15(5), 605–619.
- Prikshat, V., Patel, P., Varma, A., & Ishizaka, A. (2022). A multi-stakeholder ethical framework for AI-augmented HRM. International Journal of Manpower, 43(1), 226–250.
- Putnam, L. L., Fairhurst, G. T., & Banghart, S. (2016). Contradictions, dialectics, and paradoxes in organizations: A constitutive approach. Academy of Management Annals, 10(1), 65–171.
- Ritzmann, S., Hagemann, V., & Kluge, A. (2014). The Training Evaluation Inventory (TEI)-evaluation of training design and measurement of training outcomes for predicting training success. Vocations and Learning, 7, 41–73.
- Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016). Paradox research in management science: Looking back to move forward. Academy of Management Annals, 10(1), 5–64.
- Short, D. C., Brandenburg, D. C., May, G. L., & Bierema, L. L. (2002). HRD: A voice to integrate the demands of system changes, people, learning, and performance. Human Resource Development Quarterly, 13(3), 237.
- Sim, S.C., Avvari V., M. and Kaliannan, M. (2016), “HR outsourcing trends in Malaysia: the undetected tiger”, Strategic Outsourcing: An International Journal, 9 (2) pp. 189–217. https://doi.org/10.1108/SO-05-2015-0013
- Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. The Academy of Management Review, 36(2), 381–403. https://doi.org/10.5465/AMR.2011.59330958
- Stoten, D. W. (2021). Building adaptive management capability: The contribution of heutagogy to management development in turbulent times. Journal of Management Development, 40(2), 121–137.
- Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science In The Public Interest, 13(2), 74–101.
- Smith, W. K., & Tushman, M. L.(2005). Managing strategic contradictions: A top management model for managing innovation streams. Organisation Science, 16(5), 522–536. https://doi.org/10.1287/orsc.1050.0134
- Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708.
- Storberg-Walker, J., & Gubbins, C. (2007). Social networks as a conceptual and empirical tool to understand and “do” HRD. Advances in Developing Human Resources, 9(3), 291–311. https://doi.org/10.1177/1523422306304071
- Swanson R.A. & Holton E.F. (2001), Foundations of Human Resource Development, San Francisco, Berrett-Koehler
- Tahmasebi R. & Nijs S., (2023). A paradox perspective on talent management: a multi-level analysis of paradoxes and their responses in talent management, The International Journal of Human Resource Management, DOI: 10.1080/09585192.2023.2250261
- Torraco, R. J., & Lundgren, H. (2020). What HRD is doing—What HRD should be doing: The case for transforming HRD. Human Resource Development Review, 19(1), 39–65.
- Waldman, D. A., Putnam, L. L., Miron-Spektor, E., & Siegel, D. (2019). The role of paradox theory in decision making and management research. Organizational Behavior and Human Decision Processes, 155, 1–6.
- Tursunbayeva, A. (2019). Human resource technology disruptions and their implications for human resources management in healthcare organizations. BMC Health Services Research, 19(1), 1–8.
- Weinberger. L A.(1998). Commonly held theories of human resource development, Human Resource Development International, 1:1, 75–93, DOI: 10.1080/13678869800000009
- van Fenema, Paul C. & Loebbecke, Claudia, (2014). Towards a framework for managing strategic tensions in dyadic interorganizational relationships, Scandinavian Journal of Management, Elsevier, 30(4), pages 516–524.
- Van der Byl, C. A., & Slawinski, N. (2015). Embracing Tensions in Corporate Sustainability: A Review of Research From Win-Wins and Trade-Offs to Paradoxes and Beyond. Organisation&Environment, 28(1),54-79. https://doi.org/10.1177/1086026615575047
- Wognum, I., & Fond Lam, J. (2000). Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness. International Journal of Training and Development, 4(2), 98–110.
- Yorks, L., Abel, A. L., & Rotatori, D. (2022). Aligning Strategic, Tactical, and Operational Level Learning for Performance. In Strategic Human Resource Development in Practice: Leveraging Talent for Sustained Performance in the Digital Age of AI (pp. 115–130). Springer.