Managers’ perceptions of the strategic role of management development

Abstract

PurposeCompanies are increasingly using management development (MD) initiatives as a means of enhancing their capability to realise their business goals. Therefore, the linkage between MD and strategic management should be better understood. Aims to examine this situation.Design/methodology/approachBy utilising quantitative statistical methods, the paper studies the linkage from the perspective of individual managers, and analyses how the various forms of the linkage relate to managers’ strategic awareness and perceived value of MD.FindingsEmpirical evidence from Finnish managers implies that the perceived effectiveness of MD and the level of strategic awareness of managers are highly inter‐related.Originality/valueThe paper helps researchers and practitioners to better understand the dynamic and holistic nature of MD and highlights the need to study strategic management and organisational learning increasingly from the perspective of individuals rather than from that of the whole organisation.

Management development in China: a policy analysis

“…MD is viewed as a major driver and facilitator of change and adaptation (Cecil & Rothwell, 2007). Second, although the importance of MD is increasingly recognized as determining strategic directions for organizational effectiveness and success, there has been considerable debate on the value and effect of MD interventions (Brewster, 2004; Luoma, 2005; Mabey, 2004). Third, the current literature on MD is directed primarily through the lens of organization and self‐development strategies.…”

Determinants of management training in small and medium-sized businesses: some stylised facts on the influence of managers' individual characteristics

“…As such, they may be more able to recognise needs of realigning their human capital to environmental changes through training (Shane, 2000;Luoma, 2005). Contrarily, managers with a great focus on day-to-day and operational tasks are expected to have a limited 'peripheral vision' (Day and Schoemaker, 2006) of the environmental changes that may disrupt them and their companies.…”

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

“…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). …”