Who Is Citing Whom: Citation Network Analysis Among HRD Publications from 1990 to 2007

Jo, Sung Jun; Jeung, Chang‐Wook; Park, Sungyoung; Yoon, Hea Jun

doi:10.2139/ssrn.2675423

Cited by 5 publications

(12 citation statements)

References 111 publications

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“…Human resource development (HRD) aims to achieve proactive change and development in individuals, organizations, and social systems (McLean & McLean, 2001). The common value chain (Porter, 1985) in HRD connects managerial/executive leadership → support for employee learning and performance → employee experience of organizational HRD culture and functions → employee satisfaction → key organizational performance outcomes (Jo, Jeung, Park, & Yoon, 2009; Keefer & Yap, 2007; Short, Brandenburg, May, & Bierema, 2002; Swanson & Holton, 2009; Werner & DeSimone, 2011). Such logic is imbedded in founding definitions of HRD (Woodall, 2001) including an emphasis on the importance of leadership to enable and support organizational development (Egan, 2002; McLean, 2009).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

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This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

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Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

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“…Newman (2010) off ers an extensive and detailed yet accessible introduction to the fi eld, while Bang-Jensen and Gutin (2009) detail the mathematical theory and the algorithms relevant to networks composed of arcs. By no means all approaches are relevant to citation networks, and in this respect, Newman (2010, 67-72, 116-19, 169, 180-181, 222-61, 430, 487-99, 511, 534-39) and Jo et al (2009) off er some ways forward. Furthermore, when applied to the dichotomy network, some yield results almost equivalent to those already uncovered here.…”

Section: Resultsmentioning

confidence: 99%

Seeing the Forest for the Trees: An Atlas of the Politics–Administration Dichotomy

Georgiou

2014

Public Administration Review

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Recent years have seen attempts to make sense of the politics–administration dichotomy. Triangulating among historical research, empirical observations, new models of interaction between politicians and administrators, and the division of the literature into “schools,” novel ways of understanding and examining the dichotomy have developed. These have been largely thematic and have revealed the extent of a literature spanning more than 120 years. Because of its size, a complementary structural analysis of the literature now not only is conceivably useful but also can offer means for approaching it. This article offers an atlas—that is, a series of visual maps, accompanied by associated statistics and interpretations—that can assist researchers in their travels through the territory of the dichotomy. Ten ways of tackling the literature are presented, culminating in an initial reading list that covers the breadth of dichotomy research, thus providing an epistemological foundation for those who wish to enter the territory.

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“…Several past reviews have provided high‐quality overviews of HRD research and publications that can be categorized based on methods as citation analysis (Jeung et al, 2011; Jo et al, 2009; Sleezer & Sleezer, 1998; Sun & Wang, 2013) and content analysis (Ghosh et al, 2014). Below, we provide an overview of these past efforts and then describe our topic mapping approach and overarching theoretical framework.…”

Section: Prior Reviews Of Hrd and Contributions Of Topic Mappingmentioning

confidence: 99%

“…Although these reviews have been useful in advancing research in those specific areas, they have not facilitated a comprehensive overview of HRD research topic domains. Researchers have used citation analysis approaches, identified the highly cited articles, determined the volume of publications in HRD journals, and mapped the patterns of citations among HRD scholars (Y. Cho & Park, 2012; Jo et al, 2009). However, current reviews are limited in furthering our understanding of broad topic domains, the weight researchers have given to subjects, and the relationships among areas of study.…”

Section: Introductionmentioning

confidence: 99%

Mapping human resource development: Visualizing the past, bridging the gaps, and moving toward the future

Shirmohammadi

Mehdiabadi

Beigi

et al. 2020

Human Resource Dev Quarterly

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Using topic mapping techniques, we provide a review of the 3,236 articles published in the five premier HRD journals between 1990 and 2019. We map the key terms evidencing the emergence of five major topic clusters within HRD scholarship: nature and identity of HRD, HRD interventions and outcomes, national HRD, career development, and HRD in academia. Nature and identity of HRD depicts a movement from establishing foundations to expanding horizons. HRD interventions and outcomes reflects a spectrum of research interests from exploring processes to examining desired outcomes. National HRD shows that research topics are increasingly moving toward international and global settings. Career development demonstrates a shift from emphasizing organizational careers to advocating for underrepresented career actors. HRD in academia encompasses topics related to educating HRD professionals and supporting professional development in other fields. We provide a synthesis of the clusters, create a taxonomy of topic areas, and identify the mature, nascent, trending, and growing concepts in HRD. In doing so, our paper provides an overview of where we are in HRD scholarship. We then suggest collaborative, competitive, and configurational boundary work as strategies that HRD scholars can use purposefully to influence future HRD research directions. Our

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Who Is Citing Whom: Citation Network Analysis Among HRD Publications from 1990 to 2007

Cited by 5 publications

References 111 publications

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Seeing the Forest for the Trees: An Atlas of the Politics–Administration Dichotomy

Mapping human resource development: Visualizing the past, bridging the gaps, and moving toward the future

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