HRD in SMEs: A research agenda whose time has come

Short, Heather; Gray, David E.

doi:10.1002/hrdq.21305

Cited by 25 publications

(26 citation statements)

References 59 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Mivel a KKV-k körül forgó diskurzus viszonylag kevés figyelmet szentel a fent említett különbségeknek, mi tanulmányunkban a 10-49 főt foglalkoztató kisvállalkozásokra összpontosítunk. Mivel nagyon kevés kifejezetten a közép-európai régió kisvállalkozásaira fókuszáló, humánerőforrás-fejlesztés témájú kutatás van (Short & Gray, 2018), ezért ebben a tanulmányban e kisvállalkozások munkahelyi tanulási folyamatait elemezzük és dolgozzuk fel.…”

Section: Cikkek Tanulmányokunclassified

“…A következőkben egy olyan kvalitatív kutatás eredményeit mutatjuk be, amelyet magyar kisvállalat-tulajdonosok között végeztünk. Kvalitatív módszertan mellett döntöttünk, mivel úgy véltük, hogy ez a megközelítés alkalmas leginkább a kisvállalatokban zajló tanulási folyamatok kutatására (Short & Gray, 2018). A kutatás földrajzi fókusza önmagában is fontos tényező, mert a közép-európai átmeneti gazdaságokban nagyon kevés empirikus kutatás foglalkozott a KKV-k EEM-gyakorlatával (Gittins & Fink, 2015;Marzec et al, 2009;Pollard & Svarcova, 2009;Psychogios et al, 2016;Richbell et al, 2010;Zientara, 2009;Kárpátiné Daróczi et al, 2016).…”

Section: Cikkek Tanulmányokunclassified

“…A z elmúlt húsz évben az emberierőforrás-menedzsment (továbbiakban EEM) kutatások egyik legkiemelkedőbb, legösszetettebb és legtöbbet kutatott területe az emberierőforrás-fejlesztés (továbbiakban EEF) volt (Hamlin & Stewart, 2011;Nolan & Garavan, 2015;Short & Gray, 2018). A megkülönböztetett figyelem részben annak a felismerésnek köszönhető, hogy a tudásalapú gazdaságban a hatékonyság, a fenntarthatóság és a versenyképes-ség forrását az emberek képzése és fejlesztése jelentheti.…”

unclassified

See 2 more Smart Citations

A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban

Csillag

Csizmadia

Hidegh

et al. 2020

Veztud

View full text Add to dashboard Cite

Kulcsszavak: kisvállalkozások, munkahelyi tanulás, formális és informális tanulás, kapcsolati háló, kvalitatív kutatás This article investigates the process of workplace learning in small firms in a Hungarian context. The exploratory study focuses upon two small firm-specific factors having a crucial impact on workplace learning, namely the role of the owner/ manager and the role of networks in small firms' learning. Building upon 11 semi-structured qualitative interviews with owners/managers of small businesses, the study addresses three main research questions: (1) What specificities of workplace learning in small firms can be identified? (2) What role does the owner/manager play in shaping the learning environment in small businesses? (3) How can the owner/manager's networking activities contribute to effective learning in small businesses? The results suggest that, although often not addressed as learning, small business owners very consciously develop and manage the learning process and environment in their firms.

show abstract

Section: Cikkek Tanulmányokunclassified

unclassified

See 1 more Smart Citation

A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban

Csillag

Csizmadia

Hidegh

et al. 2020

Veztud

View full text Add to dashboard Cite

show abstract

“…Given the substantial stock of skills and knowledge in small businesses, how skills and knowledge are acquired, maintained and transformed through informal learning processes in these organisations are matters of significant interest to researchers, policy makers and small business owners. Accordingly, Human Resource Development (HRD) in small businesses should be an important area of scholarship, but HRD researchers have instead focused on large organisations and formal HRD practices Garavan 2016a, 2016b;Short and Gray 2018). Consequently, as Tam and Gray (2016, 672) noted, "much of what is known empirically about HRD comes from the studies of large organisations."…”

Section: Introductionmentioning

confidence: 99%

The owner-manager’s role as a facilitator of informal learning in small businesses

Coetzer

Wallo

Kock

2019

Human Resource Development International

View full text Add to dashboard Cite

Few studies have examined the owner-manager as facilitator of learning in small businesses. Furthermore, these studies are typically not framed by distinctive characteristics of small businesses. These limitations of the literature stimulated us to ask: How do the situational opportunities and constraints that emanate from the distinctive characteristics of small businesses affect the small business ownermanager's role as a facilitator of learning? To address this question, we first conducted a narrative review of existing research on the owner-manager as facilitator of learning in small businesses (10-49 employees). Four themes emerged from our analysis of research findings, including a theme that owner-managers are seldom directly involved in facilitating employees' learning. Next, we conducted an integrative review of literatures that discuss (a) indirect approaches managers can adopt to facilitate learning; and (b) small business characteristics. We focussed on four high-impact indirect approaches owner-managers can use and examined how employment of each approach might be enabled or constrained by distinctive characteristics of small businesses. The integrative review generated ten research propositions. We also synthesised a conceptual framework that illustrates the main variables to be studied and presumed relationships among them. Based on our analysis of literature, implications for policy and practice are proposed.

show abstract

“…HRD scholarship has made huge strides since its inception, evidenced by commentary in the silver anniversary of this journal (Ellinger, ; Russ‐Eft, Watkins, Marsick, Jacobs, & McLean, ). Recent calls for the further advancement of HRD have variously focused on definitional clarity (Werner, ), embracing multiple contexts (Short & Gray, ) while offering prescriptions for more rigorous research (Anderson, ; Nimon & Astakhova, ). Yet as the opening quote suggests, HRD has not yet made sufficient inroads in demonstrating ability, competence, and value (Kahnweiler, ).…”

mentioning

confidence: 99%