Through an exhaustive review of the literature, this article looks at the applicability of social network analysis (SNA) in the field of humanresource development. The literature review revealed that a number of disciplines have adopted this unique methodology, which has assisted in the development of theory. SNA is a methodology for examining the structure among actors, groups, and organizations and aides in explaining variations in beliefs, behaviors, and outcomes. The article is divided into three main sections: social network theory and analysis, the social network approach and application to HRD. First, the article provides an overview of social network theory and SNA. Second, the process for conducting an SNA is described and third, the application of SNA to the field of HRD is presented. It is proposed that SNA can improve the empirical rigor of HRD theory building in such areas as organizational development, organizational learning, leadership development, organizational change, and training and development.

In this article the authors introduce social network analysis (SNA) asMore than ever, organizations are attempting to capitalize on training initiatives to move their strategic agendas forward. These initiatives require that the individuals participating in training take new knowledge back to the workplace and apply what they have learned. However, a number of barriers have been identified that impede the successful transfer of training back to the job, such as a nonsupportive organizational environment and the applicability of the training (Kim, 2004;

Information sharing is critical to an organization's competitiveness and requires a free flow of information among members if the organization is to remain competitive. A review of the literature on organizational structure and information sharing was conducted to examine the research in this area. A case example illustrates how a social network approach was used to explore the process of measuring the social structure of an organization and the implementation of change interventions to increase connectivity and manage information sharing. The process of conducting social network analysis is described using the case example. Interventions for increasing information flow are discussed. The authors provide an information‐sharing model that demonstrates the various domains of connectivity within an organization at any given state. The benefits of using social network analysis for information sharing and the implications for further research and practice are discussed.

The present study sought to add to our knowledge about forces that negatively affect an individual's decision to start a business by identifying barriers they encounter. By identifying barriers to starting a business, we stand to learn much about how an individual identifies, confronts, and responds to decisions which may seem to be beyond their control. Such data will be instrumental in developing practical applications for helpingindividuals overcome unresolved barriers that potentially prevent them from starting a business. An instrument was developed utilizing factor analysis and yielded a six‐barrier construct. The barriers identified in this study were: lack of confidence, personal problems, lack of skills, start‐up logistics, financial needs and time constraints. In addition, the instrument was also administered to a test group of new entrepreneurs participating in a training program to determine pre‐ and post‐test intervention effects. The study concludes with suggestions for further development of the BEST tool as well as practical applications for program planners.

The career coaching profession is a dynamic field that has grown over the last decade. However, there exists a limitation to this field's development, as there is no universally accepted definition or empirically based competencies. There were three phases to the study. In the first phase, a conceptual model was developed that highlights four unique and distinct domains of the career coach. The model illuminates the triadic relationship between the client, the organization, and the coach. The second phase established a definition for career coaching, and the third phase involved using both the definition and conceptual model to create a list of skills and abilities, which was used to design a survey that was administered to 424 career coaches internationally. Through the use of factor analysis, an eight‐factor competency model emerged. Finally, it is hoped that these findings will lead to a vigorous academic and professional debate for the development of a universal, empirically based career coaching competency model.