Critical perspectives of HRD and social transformation in sub-Saharan Africa

Syed, Jawad; Metcalfe, Beverly Dawn; Ali, Faiza; Ekuma, Kelechi

doi:10.1080/13678868.2018.1522726

Cited by 6 publications

(3 citation statements)

References 45 publications

(62 reference statements)

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“…The China-Africa inter-market partnership has been the most active transcontinental trade relationship of the last decade (Elliot et al . 2019;Syed, Metcalfe, Ali & Ekuma, 2018) . China's presence in Africa has introduced a new geopolitical dynamic that should be integrated into the way how international HRM is being studied; yet few studies have been undertaken at the organisational level .…”

Section: Discussionmentioning

confidence: 99%

African and Chinese Managerial Practices: A Cross-Cultural Comparison

Abodohoui

Bocco

et al. 2020

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M anagerial practices are a key factor for business development. They are frequently used as an explanatory variable for organisational performance. Studies argue that certain practices of multinationals such as leadership style, organisational decision-making and human resources management (HRM) are shaped by their nationality (Almond, 2011; Pudelko & Harzing, 2007; Zhu, Zhu & Cieri, 2014). Thus, there are many differences between countries and managers of multinationals .

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Section: Discussionmentioning

confidence: 99%

African and Chinese Managerial Practices: A Cross-Cultural Comparison

Abodohoui

Bocco

et al. 2020

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“…The methodology applied in this study diverges from other studies in this field of research in a number of respects, for a number of reasons explained here. First, whilst most existing CSR research is focused on Western countries (e.g., Cui et al, 2019), the sample considered here is from the Middle East, a context associated with a lack of research into organisational and managerial perspectives on CSR (Soltani et al, 2015; Syed et al, 2018). Second, previous research draws primarily on data collected from undergraduate or MBA students (e.g., Murphy et al, 2019).…”

Section: Methodsmentioning

confidence: 99%

The influence of Islam in shaping organisational socially responsible behaviour

Koleva

Meadows

El‐Masry

2023

Business Ethics Env & Resp

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The role of religion in ethical decision‐making, both for individual managers and at an organisational level, remains elusive due to contrasting findings in extant literature. This is exacerbated by a dearth of studies focusing on specific religious mechanisms that can foster ethical decision‐making, particularly with respect to organisational corporate socially responsible (CSR) behaviour and in backgrounds different from Christianity. This exploratory study investigates the mechanisms in Islam that can influence individual/micro‐ and organisational/meso‐level ethical decision‐making, and hence CSR outcomes. It draws on in‐depth, qualitative data from 63 domestic organisations in Saudi Arabia, the United Arab Emirates and Oman. The findings reveal a complex macro‐normative religious environment, founded on specific factors that shape ethics and decision‐making. Internalised by organisational leaders, these factors translate into organisational CSR behaviour as the organisation becomes a place for fulfilling individual religious responsibilities and even creates CSR products shaped around religious principles. The study contributes to the literature on ethical decision‐making, organisational behaviour and Islamic CSR and offers recommendations for policymakers and practitioners on integrating religion within the organisation.

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“…Further, critical HRD (CHRD) scholars have noted there are inconsistencies in how HRD scholarship functions in relation to “developing humans or developing resources” (McGuire et al, 2021, p. 29), a lack of attention to organizational and institutional power dynamics that devalue employees (e.g., Bierema, 2009) and a lack of collective HRD commitment to attending to differences across identities (e.g. Syed et al, 2018). For many HRD scholars, the changing landscape of work, including how people adapt in rapidly changing environments, the role of technology, and the diffused nature of supervisory and leadership roles at work offers exciting opportunities to expand HRD literature (Wang, 2019; Scully-Russ & Torraco, 2020; Torracco & Lundgren, 2019).…”

Section: Hrd: Tenets and Developments In The Fieldmentioning

confidence: 99%

What Can Grounded Theory do for Human Resource Development? An Approach for Post-Pandemic Research and Beyond

Brandhorst

Compton

Solon

et al. 2023

Human Resource Development Review

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As employee preferences change and organizations adapt and transform as a result of the Covid-19 pandemic, new research opportunities are present for HRD scholars interested in training and development, organizational behavior, job design, change management, the creation of healthy and productive workplaces, and more. In the face of new opportunities for research, we discuss the value of revisiting grounded theory methodology as a resource for generating theory in HRD contexts. As a methodology, grounded theory is a useful tool for exploring processes and building theory grounded in data. In this paper, we examine the potential of grounded theory to contribute meaningfully to the research and practice of HRD by discussing the historical development of grounded theory, the current state of grounded theory research in HRD, and the implications of grounded theory work on the future of HRD scholarship.

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Critical perspectives of HRD and social transformation in sub-Saharan Africa

Cited by 6 publications

References 45 publications

African and Chinese Managerial Practices: A Cross-Cultural Comparison

African and Chinese Managerial Practices: A Cross-Cultural Comparison

The influence of Islam in shaping organisational socially responsible behaviour

What Can Grounded Theory do for Human Resource Development? An Approach for Post-Pandemic Research and Beyond

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