Management development: contemporary trends, issues and strategies

Garavan, Thomas N.; Barnicle, Bridie; O’Suilleabhain, Fiachra

doi:10.1108/03090599910272077

Cited by 41 publications

(58 citation statements)

References 43 publications

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“…MD also interacts with organisational and environmental factors, and integrates with other subsystems, processes and procedures within the organisation. Indeed, many academic studies focusing on MD in practice at an organisational level highlight the contextual nature of MD (Garavan et al, 1999;Mabey, 2002).…”

Section: A Contingent Perspective Of MDmentioning

confidence: 99%

“…In addition, there has been much criticism of MD research literature regarding its limited scope and focus on discrete activities, and a lack of attention paid to the underlying issues influencing MD (Mumford, 1993;Storey et al, 1997). Garavan et al (1999) contend that conventional views on what constitutes MD have taken too narrow a perspective, hindering the development of both theory and practice. They call for investigations of the underlying issues of MD, including the role of managers, their development needs, and organisational culture and contexts.…”

Section: Introductionmentioning

confidence: 96%

“…While the topic of MD appears to be well researched, analysis of scholarly papers and texts reveals a lack of agreement on what academically or practically constitutes MD. There is little agreement on the boundary and scope of MD (Cullen and Turnbull, 2005;Doyle, 2004;Garavan et al, 1999), divergent views on its purpose and goals (Clarke, 1999;Woodall and Winstanley, 1998), disagreement over who owns MD (Mabey, 2002;Marsick and Watkins, 1997), and the role of managers in the process (Sadler-Smith, 2006). In addition, there has been much criticism of MD research literature regarding its limited scope and focus on discrete activities, and a lack of attention paid to the underlying issues influencing MD (Mumford, 1993;Storey et al, 1997).…”

Section: Introductionmentioning

confidence: 97%

See 2 more Smart Citations

Conceptual model for analysing management development in the hospitality industry: A UK perspective

Watson

2008

International Journal of Hospitality Management

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Section: A Contingent Perspective Of MDmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 97%

See 1 more Smart Citation

Conceptual model for analysing management development in the hospitality industry: A UK perspective

Watson

2008

International Journal of Hospitality Management

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“…First, MD is a core component of HRD (Brewster, 2004). In fact, continuing radical environmental and organizational changes have precipitated a search for a more strategic and integrated model of developing individuals who lead and manage organizations (Garavan, Barnicle, & O'Suilleabhain, 1999). Within this changing context, MD is viewed as a major driver and facilitator of change and adaptation (Beddowes, 1994;Storey, 1989aStorey, , 1989b and the key to organizational renewal (McClelland, 1994).…”

mentioning

confidence: 99%

Participation in management training in a transitioning context: A case of China

Wang

2006

Human Resource Dev Quarterly

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This phenomenological study explores critical issues related to participation in human resource development (HRD) interventions. Specifically focusing on master of business administration (M.B.A.) training programs in China, we conducted in-depth individual interviews with twelve middle-level managers to understand their perceptions and experience of this academic program during the country's recent transitional period. The findings suggest that HRD participation in a specific transitioning cultural context may present features that have not been explored by previous learning participation studies in either HRD or adult education. In the light of the transitioning nature of the Chinese cultural context, we derived three propositions for future research on HRD learning participation. Practical implications for learning participation are also drawn based on the results of the study.Learning participation is a multidimensional decision process involving program selection, engagement, and completion of a learning activity by a given employee in organizational settings (Wang & Wang, 2004). Employee participation in learning interventions has significant implications for organizational management as well as theory building in human resource development (HRD). To be effective and achieve their intended organizational outcomes, HRD learning interventions depend on employees' full participation and engagement. However, unlike its counterpart in adult education research, employee participation in HRD interventions has received limited attention from researchers except a few empirical studies in management and industry and organization (I/O) psychology literature (Hicks & Klimoski, 1987;Maurer & Tarulli, 1994;Noe & Wilk, 1993). As a result, there is only sparse literature to help us understand why employees participate in HRD interventions and what their experience feels like and means to them.This study explores learning participation from a management development (MD) perspective for two reasons. First, MD is a core component of HRD (Brewster, 2004). In fact, continuing radical environmental and organizational changes have precipitated a search for a more strategic and integrated model of developing individuals who lead and manage organizations (Garavan, Barnicle, & O'Suilleabhain, 1999). Within this changing context, MD is viewed as a major driver and facilitator of change and adaptation (Beddowes, 1994;Storey, 1989aStorey, , 1989b and the key to organizational renewal (McClelland, 1994). Second, while the importance of MD to organizational effectiveness and success is increasingly recognized (Brewster, 2004;Mabey, 2004; Peteraf, 1993;Wright, Dunford, & Snell, 2001;Youndt, Scott, Dean, & Lepak, 1996), considerable debate exists among academics and practitioners on the value and impact of MD interventions, as reported by a number of empirical studies (Luoma, 2005;Meldrum & Atkinson, 1998;Winterton & Winterton, 1997). Problem: The Case of ChinaThis study is situated in the context of the People' s Republic of China. China ...

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“…Several academic writers insist on managerial development being linked to work activities (Garavan Barnicle andO'Suilleabhain, 1999, Raelin, 1990). Moreover, CPD activities can complement workplace development schemes such as appraisals and Investors in People (IIP) awards.…”

Section: Cpd As a Job Benefit?mentioning

confidence: 99%

International Journal of Business and Management, Vol. 3, No. 7, July 2008

IJBM¹

2009

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Management development: contemporary trends, issues and strategies

Cited by 41 publications

References 43 publications

Conceptual model for analysing management development in the hospitality industry: A UK perspective

Conceptual model for analysing management development in the hospitality industry: A UK perspective

Participation in management training in a transitioning context: A case of China

International Journal of Business and Management, Vol. 3, No. 7, July 2008

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