Advances in Developing Human Resources recent issues

Giving Voice From the Perspectives of African American Women Leaders

Stanley, C. A. — Sun, 15 Nov 2009 21:08:53 PST

The problem and the solution. This Issue overview introduces the problem, purpose, significance, and need for studying leadership from the perspectives of African American women. The concept of intersectionality is introduced and is a common thread throughout the articles contained in this Issue. The need for more sociocultural theories in the field of human resource development (HRD) that address intersectionality in the leadership experience is the overarching theme of this Issue. A discussion of the contribution to HRD is provided in this overview as well as a preview of each article contained in this Issue.

Black Women's Leadership Experiences: Examining the Intersectionality of Race and Gender

Jean-Marie, G., Williams, V. A., Sherman, S. L. — Sun, 15 Nov 2009 21:08:54 PST

In this article, the experiences of Black women educational leaders are highlighted to examine the intersection of race and gender in their leadership experiences and tease out approaches to gender inclusiveness to disrupt the isms (racism, sexism, etc.) in the construction of their leadership. The participants’ transcendence of racial and gender stereotypes became the impetus for developing a leadership style that is inclusive, builds consensus, and is collaborative. This issue is important given the increasing demographic changes in society in which more opportunities for Black women to ascend to leadership roles in professional organizations (e.g., business, higher education, and government) become prevalent.

Telling Our Stories of Leadership: If We Don't Tell Them They Won't Be Told

Byrd, M. Y. — Sun, 15 Nov 2009 21:08:54 PST

The purpose of this qualitative study is to bring the interlocking system of race, gender, and social class (intersectionality) to the conversation of leadership by examining the leadership experiences of 10 African American women in predominantly White organizations. According to the women in this study, disempowering encounters, being excluded from the good ole boy social network, being the only one, needing validation, and demythicizing (disrupting myth) stereotypical images were the most salient encounters that they experienced. Another finding from this study was the need for sociocultural theories such as Black feminist theory and critical race theory to explain and give voice to the everyday lived experiences of African American women leaders.

Implications of Race and Gender in Higher Education Administration: An African American Woman's Perspective

Lloyd-Jones, B. — Sun, 15 Nov 2009 21:08:54 PST

A qualitative single-case-study approach is used in this study to examine the lived experiences of an African American woman senior-level administrator in a predominantly White research university. The everyday, lived experience of the participant challenges the ideology that education and hard work are combinations that equal success. The findings in the study indicate that despite achieving advanced levels of education and holding high-ranking positions within academia, many African American women in administrative positions encounter social inequity emerging from intersectionality. The dichotomous tension between achievement ideologies, as "the great equalizer," and the organizational structure as a form of resistance to social equity are continuous threads throughout this article.

Fostering an Ethic of Care in Leadership: A Conversation with Five African American Women

Bass, L. — Sun, 15 Nov 2009 21:08:54 PST

This article is a qualitative, exploratory, multicase study that examines the leadership of five educational administrators and teachers serving students of various levels. This study addresses the following questions: How do African American women leaders’ experiences with intersectionality (race, class, and gender) inform an ethic of care in responding to social injustices within the educational system? How do African American women in these situations define caring? This study offers new perspectives to feminist care-focused frameworks by including the intersection of race, gender, and class in the conversation. Central to the discussion is African American women’s sensitivity of issues that emerge from the intersection of race, gender, and social class in large organizational systems as a result of their own marginalized status in society. Although this study examines educational leaders, the implications are similar across other professions where African American women are leaders and demonstrate an ethic of care.

Borrowed Power

Petitt, B. — Sun, 15 Nov 2009 21:08:54 PST

Whiteness is a critical issue in organizational culture and power. Because White individuals define, control, and shape organizational realities, policies, and practices, people of color—African American women, in the present example—are never fully empowered. The power African American women hold is borrowed power; it can be taken away at any moment. In this article, the author discusses the sociocultural realities of her experience as an African American woman working in a predominately White institution of higher education and provides illustrations of the impermanence of her authority under the weight of whiteness. Recommendations are made for advancing HRD theory by drawing from nontraditional theoretical frameworks for explaining the realities of African American women in positions of leadership.

Reflections on Leadership from the Perspective of an African American Woman of Faith

Walker, S. A. — Sun, 15 Nov 2009 21:08:54 PST

This article centers on faith and spirituality in the lived experiences of African American women in predominantly White organizations. Faith and spirituality are discussed as sources for coping and surviving adverse situations that emerge from intersectionality in these types of environments. The author gives personal reflections on how faith and spirituality have informed her experiences in various leadership roles. In this article, a historical and cultural background of faith and spirituality in the leadership experiences of African American women leaders will be emphasized. The discussion will include ways that faith and spirituality have provided a safe haven for African American women leaders when facing adversities in predominantly White organizations.

Bringing the Voices Together

Byrd, M. Y., Stanley, C. A. — Sun, 15 Nov 2009 21:08:54 PST

The linking pin among the articles in this Issue is the existence of sociocultural realities of race, gender, and social class in the everyday, lived experiences of African American women leaders. Sociocultural realities make an argument for recognizing intersectionality (the juncture of these sociocultural realities) and the experiences that can emerge (disempowering, exclusion, etc.). Therefore, sociocultural theories are needed to explain these experiences. The overarching theme of this Issue has been to give voice to African American women on encounters with intersectionality in their leadership experience. Until the silent voices are allowed to speak, the dominant perspectives will continue to ignore and challenge the need for these conversations to take place. It is in making the space for and the hearing of these voices that the value to HRD lies. For doing so informs the development and refinement of informing HRD theories, the expansion of the theoretical foundations of HRD, and the more informed research and practice of the field and profession.

This issue is dedicated to two dear friends and excellent Scholar Practitioners

Fri, 18 Sep 2009 04:20:40 PDT

Linking Research and Practice in Human Resources Development

Bing, J. W. — Fri, 18 Sep 2009 04:20:40 PDT

The Link Between Research and Practice: Experiences of HRD and Other Professions

Short, D. C., Keefer, J., Stone, S. J. — Fri, 18 Sep 2009 04:20:40 PDT

Creating synergy between research and practice is viewed as the basis for creating successful and meaningful HRD outcomes and is fundamental to the maturation of the profession. Given this, there is naturally an interest in the strength of the relationship between research, theory, and practice, and this has been reflected in the journals of the Academy of Human Resource Development from their inception. In this article, the authors summarize some of the key points from the last 10 years of those journals and put them in the context of research-to-practice experiences in other professions. We conclude that HRD practitioners, practice, and professionals are hampered by the lack of connection between practice and research in the field.

Practitioners in Applied Professions: A Model Applied to Human Resource Development

Ruona, W. E. A., Gilley, J. W. — Fri, 18 Sep 2009 04:20:40 PDT

The problem and the solution. There’s no doubt that the theory—practice gap exists in HRD and in most applied professions. However, it is time to move beyond belaboring this gap and toward figuring out specific ways to lessen it.We need new models on which to build.This article offers just such a model—a way to conceive of the different ways that practitioners utilize and contribute to the scholarship of HRD. The model outlines four distinct types of practice and the characteristics of these different types of practitioners. Implications for professional development and professionalization of individuals in HRD, as well as the field of HRD itself, are discussed.

Practitioner Perspectives on the Gap Between Research and Practice: What Gap?

Keefer, J. M., Stone, S. J. — Fri, 18 Sep 2009 04:20:40 PDT

The problem and the solution. The research-to-practice gap within HRD is an increasingly important focus of research.This study empirically investigates this issue from the perspective of practitioners, who are directly asked about their use of research. Results suggest that practitioners use "research," though the term is not used in the same way that those who engage in academic and scholarly research use it. This peer-reviewed research is perceived to not be reaching practitioners, who instead turn to their own communities of practice to meet their research needs.

Defining HRD Scholar-Practitioners

Short, D. C., Shindell, T. J. — Fri, 18 Sep 2009 04:20:40 PDT

What do we mean by the term HRD scholar-practitioner? This article describes the role of HRD scholar-practitioners in closing the gap between research and practice and, in so doing, offers a definition of HRD scholar-practitioners. The definition emphasizes HRD scholar-practitioners as a bridge between HRD research and HRD practice, as grounding their practice in research and theory, as champions of research and theory in the workplace and in professional associations, and as researchers who disseminate findings from their own research and practice.

General Competencies for the HRD Scholar-Practitioner: Perspectives From Across the Profession

Kormanik, M. B., Lehner, R. D., Winnick, T. A. — Fri, 18 Sep 2009 04:20:40 PDT

The term scholar-practitioner can be found in many fields, including human resource development (HRD).Although other disciplines have developed general competency models for scholar-practitioners, none has been formerly developed for the HRD scholar-practitioner. This article proposes a preliminary general competency model for HRD scholar-practitioners. The model is based on empirical data collected from a convenience sample of self-identified HRD scholars, scholar-practitioners, and practitioners. The discussion includes each group’s perceptions on the general competencies for HRD scholar-practitioners, noting similarities and differences.The article concludes with implications for research and practice.

Speaking Our Language: The Essential Role of Scholar-Practitioners in HRD

Moats, J. B., McLean, G. N. — Fri, 18 Sep 2009 04:20:40 PDT

The problem and the solution. A gap is perceived to exist between scholars and practitioners that is continually exacerbated by failures to develop fully opportunities for collaboration. This article explores ways that through interpretation, scholar-practitioners may be able to bridge this gap between scholars and practitioners. The authors suggest ways in which scholar-practitioners can act to (a) improve collaboration between scholars and practitioners and (b) improve the dissemination of the knowledge created by and for scholars and practitioners.The article concludes by asserting that HRD has much to do to identify the innovative practices that truly help organizations it serves.The authors offer several areas of practice and research in which the aforementioned collaboration is needed to improve HRD as a whole. There is much to be done, but it starts with understanding each other.

Moving Beyond Scholar-Practitioner Binaries: Exploring the Liminal Possibilities of the Borderlands

Tyler, J. A. — Fri, 18 Sep 2009 04:20:40 PDT

The recent discourse connected to the notion of scholar-practitioner in human resource development commonly uses the metaphor of a "gap" between these two binaries that must somehow be bridged or that otherwise requires linking. This article examines the contemporary expression of this gap in the AHRD literature and the nature of the duality it implies.An alternative metaphor based on Anzaldúa’s borderlands and the mestiza consciousness that emerges there is suggested. This reframing and its implications are explored with an eye toward the possibilities of prompting new dialogue and creative responses across the many types of work, interests, and personas that comprise and enrich HRD as a field.

Perspectives on HRD Scholar-Practitioners: Current Issues, Strategic Possibilities, and Next Steps

Kormanik, M. B., Shindell, T. J. — Fri, 18 Sep 2009 04:20:40 PDT

Authored from the perspective of two scholar-practitioners, this article attempts to further explore scholar-practitioners in HRD by presenting and then attempting to answer four questions. First, why should HRD as a field care about scholar-practitioners? Second, what are the current issues and challenges faced by HRD scholar-practitioners? Third, what can the future hold for HRD scholar-practitioners in terms of strategic possibilities? Fourth, what are some concrete, tactical next steps that HRD scholar-practitioners and the field of HRD should consider?

HRD's Role in Knowledge Management

Cho, Y., Cho, E., McLean, G. N. — Mon, 20 Jul 2009 23:55:33 PDT

The problem and the solution. This article provides an overview of knowledge management and discusses its link with human resource development (HRD). It also provides a short preview of what is included in this issue. The authors outline the major points in this issue for HRD scholars and practitioners as they work to leverage knowledge management as an HRD learning tool.

Holistic Views of Knowledge Management Models

Baiyin Yang, , Wei Zheng, , Viere, C. — Mon, 20 Jul 2009 23:55:33 PDT

The problem and the solution. Based on a newly developed holistic theory of knowledge and learning, this article critically evaluates selected models of knowledge management (KM) and proposes a holistic KM model. Most existing KM models tend to narrowly define knowledge from conceptual and perceptual perspectives and fail to recognize affectual knowledge such as values and visions. Furthermore, most models view KM as a linear or cyclical process and thus fail to identify the multidimensional nature of the knowledge dynamics between individuals and organizations. Implications of the holistic model for human resource development are discussed.

Exploring Knowledge Sharing in Social Structures: Potential Contributions to an Overall Knowledge Management Strategy

Blankenship, S. S., Ruona, W. E. A. — Mon, 20 Jul 2009 23:55:33 PDT

The problem and the solution. As more attention has turned to knowledge management in organizations, there has been an increasing shift in focus from technology solutions to social dimensions. It is the focus on people and the management of knowledge-sharing processes that has lacked attention in the literature and is of particular importance to the HRD profession. Knowledge sharing has been identified as the most critical factor in knowledge management, yet we do not fully understand how individuals share knowledge or the role social structures such as teams and work-related communities could play in an overall knowledge management strategy. Through a review of the literature, the authors explore types of social structures in organizations and the knowledge shared within these structures. From this review, they suggest potential new ways of thinking about the role of HRD in the design of social structures and the facilitation of knowledge-sharing processes.

Designing Integrative Knowledge Management Systems: Theoretical Considerations and Practical Applications

Ardichvili, A., Seung Won Yoon, — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Alignment between strategic and operational processes and organizational learning and knowledge management (KM) solutions is a key to sustained competitive advantage of business organizations. Currently, most KM design approaches follow linear and individual-centered frameworks similar to traditional instructional systems design models and pay little attention to how user collaboration occurs. Furthermore, KM is rarely integrated with organizational learning systems. The authors of this study use concepts from the situated learning literature,Vygotskian theory of cognitive development, and a holistic learning and performance architecture to propose a new approach to the design of integrative learning and KM systems.The article concludes with specific recommendations for systems designers and implications for HRD professionals.

Knowledge Management Initiatives, Organizational Process Alignment, Social Capital, and Dynamic Capabilities

Hung, R. Y.-Y., Lien, B. Y.-H., McLean, G. N. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Organizations that create their own dynamic capabilities are better able to sustain competitive advantage. Organizational dynamic capabilities are abilities to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments. Knowledge management initiatives can play an important role to help integrate organizational resources, align organizational business processes, rebuild organizational learning culture, and strengthen organizational social capital. This article includes the following themes: (a) knowledge management and dynamic capabilities are intertwined; (b) through knowledge management, effective organizational process alignment can enhance dynamic capabilities; and (c) knowledge management and social capital influence each other and, further, both strengthen dynamic capabilities.

Factors Critical to Knowledge Management Success

Conley, C. A., Wei Zheng, — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. This article integrates literature on organizational factors that influence knowledge management (KM) effectiveness that have been identified in several bodies of literature: HRD, information technology, and management. A framework has been developed that categorizes the various organizational factors and their paths of influence on KM effectiveness. It advances knowledge in the field of HRD by summarizing existing knowledge, identifying gaps, and providing agenda for future research in KM. It also provides practitioners of KM a holistic understanding of how organizational context influences KM effectiveness. This knowledge may help them to (a) diagnose their organizational environment before launching KM projects, (b) communicate with stakeholders the importance of ensuring a KM-friendly environment, and (c) optimize their resources and strategies to remove organizational barriers and cultivate organizational enablers for KM.

The Role of Knowledge Management in Quality Management Practices: Achieving Performance Excellence in Organizations

Akdere, M. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Knowledge management involves "knowledge" and "information." Both of these concepts lie at the heart of human resource development (HRD) practice in the workplace. In fact, knowledge management strongly supports both paradigms of HRD—learning and performance. Quality management, on the other hand, applies knowledge management as one of its core components. However, the problem is that knowledge management and quality management are viewed as unrelated fields and their interaction has not been fully explored. Understanding these two vital organizational processes will enable HRD practitioners to develop and design effective programs and services that fully utilize both processes in the organization. Considering knowledge management as a key element in the quality management process can help increase knowledge creation and utilization within the organization. This article explores the relationship between knowledge management and quality management and discusses its applicability in HRD for enhancing organizational capacity and capability to achieve performance excellence.

Virtual HRD: The Intersection of Knowledge Management, Culture, and Intranets

Bennett, E. E. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Virtual human resource development (VHRD) is just beginning to be defined in the field of human resource development. This article explores how knowledge management, organizational culture, and intranets combine to create VHRD, with implications for training, career, and organizational development. A conclusion is that VHRD is not a panacea but must be designed with care and purpose.

Knowledge Management for Sustained Competitive Advantage in Mergers and Acquisitions

Kongpichayanond, P. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Mergers and acquisitions have become one of the most well-known business strategies in the global economy. Increasing market share, gaining core capabilities, and accessing more capital at lower cost are results from a successful and effective merger and acquisition. However, emphasizing business strategies and financial issues is not enough. Organizations also need to focus on their human resources in mergers and acquisitions. Knowledge and knowledge management as a soft side of mergers and acquisitions play a vital role. Having a better understanding of the relationship between knowledge management and mergers and acquisitions will help the combined organization succeed in mergers and acquisitions and sustain competitive advantage.

A Case Study on Knowledge Management of Busan Metropolitan City

Ahn, Y., Park, S., Jung, J. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. Knowledge is a pivotal engine for organizational growth. Knowledge management can be used by an organization to develop human resources to gain a competitive edge in the market.This article identifies cases of knowledge management in the public sector, which is relatively little researched compared with the private sector. In particular, the case study of Busan Metropolitan City encompasses information technology, organizational culture, and human resource development. In addition, this article explores strategies for improving knowledge management practices in Busan.

HRD's Role in Identifying, Measuring, and Managing Knowledge Assets in the Intangible Economy

Muyia Nafukho, F. — Mon, 20 Jul 2009 23:55:34 PDT

The problem and the solution. HRD's role in identifying, measuring, and managing knowledge assets in organizations is critical. Knowledge management refers to the ability of an organization to generate data, refine the data into information, and strategically use the information to make decisions.This article reviews relevant literature and demonstrates the role of HRD in identifying, measuring, and managing intangible knowledge assets in organizations. The article argues that in the 21st century, organizations are faced with tremendous challenges including financial meltdown, uncertain economy, cut-throat competition, globalized markets, economic marginalization, privatization and outsourcing of services, mergers, takeovers, rapidly advancing technology, rapid change, and generation of new knowledge.This article defines knowledge assets and examines the various forms of intellectual capital. The relevance of knowledge ratios to identifying, measuring, and managing knowledge assets in organizations is discussed.The success of tomorrow's organizations will lie in their capacity to learn, generate new knowledge, and successfully manage knowledge assets using new tools such as the balanced scorecard and the human resource scorecard.The article concludes by showing that knowledge is a new intangible asset most critical to the survival and thriving of both profit and nonprofit organizations.

International Perspectives on the Meanings of Work and Working: Current Research and Theory

Ardichvili, A., Kuchinke, K. P. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. This article situates the topic of the meaning of work and working in the broader context of social science research and theory and develops a rationale for its importance for the theory and practice of human resource development. Some of the themes, anchoring the content of the following articles, are related to issues of levels of analysis in the research on meaning of working; the need for the integration of different disciplinary traditions (historical, sociological, psychological, economic); the dangers of assuming an overly individualistic position on the subject; the role of meaning of working research in understanding the issues of self-identity; and crises of meaning of working arising from unemployment, lay-offs, and growing poverty around the world.

Changing Meanings of Work in Germany, Korea, and the United States in Historical Perspectives

Kuchinke, K. P. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. The article uses three broad historical eras, preindustrial, industrial, and postindustrial, to investigate similarities and differences in the meaning of working in three countries: Germany, South Korea, and the United States of America. Based on the proposition of meaning as created in an interplay between the individual and the social environment, attention is paid to work as a social institution, and the characteristics of work processes, technologies, and organizations are described. The conclusion identifies common and divergent themes and argues for the importance of historical perspectives for the education and training of human resource development practitioners and the utility of a historical and comparative approach to understanding the meaning of working. Directions for further research are offered at the conclusion of the article.

Meaningfulness, Commitment, and Engagement:The Intersection of a Deeper Level of Intrinsic Motivation

Chalofsky, N., Krishna, V. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. The work motivation literature suggests the existence of a level of motivation that goes beyond the commonly known typologies of intrinsic and extrinsic motivation. The purpose of this article is to explore that deeper level of intrinsic motivation, meaningfulness, and to discuss the connections between meaning of work and meaning at work, represented by the concepts of employee commitment and engagement. This multidimensional approach combines the individual and psychological aspects of work motivation with the contextual and cultural factors that influence employee motivation.

The Changing Meanings of Work in Germany

Borchert, M., Landherr, G. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. This article analyzes the changing meaning of work in Germany since the country's reunification in 1990.The theoretical frame of reference for this study is provided by the work of England and colleagues. On this basis, a number of published studies are evaluated and examined with regard to the hypothesis that the meaning of work in Germany is subject to a process change. Current results suggest that it is possible to identify various employees' "value types" and work preferences.The changing meaning of work is especially noticeable among the cohort of young academics and depends on varying labor market situations. Conjoint analysis is suggested to provide new insights into employees' values and preferences in the field of meaning of work.

The Relationship Between Meaning of Working and Socioeconomic Transformations: The Case of Post-Communist Russia

Ardichvili, A. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. This article discusses how the meaning of working is changing in Russia as a result of rapid socioeconomic transformations that started after the breakup of the Soviet Union. Results of the review of academic books and articles related to work values and meaning of working published by Russian and Western scholars are presented.The article introduces three stages of socioeconomic transformation and discusses the link between these stages and the changes in meaning of working dimensions, such as centrality of work, valued work outcomes, and attachment to work.

Work Values and Business Ethics in Korea

Cho, E. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. To contribute to the discussion on the meaning of work in Korea, this article starts by reporting findings from a review of Korean literature.The article further presents findings from a survey of both managerial and union members on the perceived importance of core values in the workplace. Among four people-centered core values, human-centered management/human resource development and knowledge sharing were the values preferred by the managerial group. Managers placed more importance on accountability values, among which obedience to the law was significantly emphasized by the managers.With respect to the social responsibility values, the managerial group scored higher for the value of social responsibility, faithful tax payment, and transparency of information disclosure with no significant difference.As to the leadership values, the managerial group's scores were higher for flexibility and capacity for change management, vision formation, and implementation capacity.The article closes with a discussion of the findings, limitations of this research, recommendations for further research, and the practical implications.

The Meaning of Working: A Perspective From Practice

Flesher, J. — Tue, 24 Mar 2009 01:45:33 PDT

The problem and the solution. This concluding article presents a praxis-based reflection on the applied role of work meaning, its academic research, and the articles presented in this issue. Focusing on issues of convergence and divergence of meaning and the organizational leadership challenges in a global economic and business environment, the article addresses meaning of working issues in human resource development (HRD) and talent management practice. It further explains the role of meaning of working as an important component of professional development in HRD and identifies areas for further research and scholarship.