Greg G. Wang

Confucian values and the implications for international HRD

Abstract The consideration of cultural issues has become increasingly important in scholarly inquiry and explorative practice in international human resource development (HRD). We review and explore the core characteristics of Confucian-based culture in relation to organizations and unfold how these Confucian values may affect organizational and management practices in China and other Asian countries. Five major aspects of Confucianism are examined. They are: (a) hierarchy and harmony, (b) group orientation, (c) guanxi networks (relationships), (d) mianzi (face) and (e) time orientation. The impact of these values on management practices in the Chinese organizational context is presented in four areas: (a) working relationships, (b) decision-making processes, (c) ruling by man (ren zhi) instead of by law (fa zhi) and (d) HR practices. Implications for organizations and international HRD are also discussed.

The Idea of National HRD: An Analysis Based on Economics and Theory Development Methodology

Recent human resource development (HRD) literature focuses attention on national HRD (NHRD) research and represents problems in both HRD identity and research methodology. Based on a review of development economics and international development literature, this study analyzes the existing NHRD literature with respect to the theory development methodology. The study presents four propositions that challenge the present idea of NHRD. This study concludes that the methods used in the NHRD literature fall short in rigor when compared to economic theory research. This study also presents detailed implications for NHRD policy research and theory development.

Human Resource Development Measurement and Evaluation: Looking Back and Moving Forward:

The problem and the solution. During the past half-century, we have witnessed the initiation and flourishing of measurement and evaluation (M&E) in human resource development (HRD). Today, there appear to be more questions than answers to the challenges and opportunities concerning M&E in the field of HRD. The M&E research and practice is at a crossroads. In this article, the authors delineate M&E development into three stages, discuss the relative features in each stage, and propose an integrated approach for researchers and practitioners working together to further advance M&E in HRD. To this end, this issue is dedicated to addressing a gap in the HRD M&E literature by presenting a set of theories, models, and practical approaches as a starting point of the third stage of M&E development for HRD research and practices.

Neoclassical and Institutional Economics as Foundations for Human Resource Development Theory

In an effort to more comprehensively understand economics as a foundation of human resource development (HRD), this article reviews economic theories and models pertinent to HRD research and theory building. By examining neoclassical and neoinstitutional schools of contemporary economics, especially the screening model and the internal labor market theory, it is argued that economic theories not only provide a foundation but also have important implications to HRD theory, research, and practice. Broadening research directions may be fruitful and provocative in expanding HRD’s theoretical base as well as practical applications in organizations.

Toward a Theory of Human Resource Development Learning Participation

This article fills a theoretical gap by identifying an understudied subject area for human resource development (HRD) theory building, learning participation of HRD interventions in organizations. The topic has critical significance in current HRD practices, such as concerns on e-learning dropout rates and HRD measurement and evaluation. First, a comprehensive literature review and analysis are presented to identify the research gap in general adult education research and management or HRD-related literature in learning participation. A conceptual framework of HRD learning participation is then proposed, from cross-sectional and time-series perspectives, to describe the pattern, factors, structure, and their interrelationships in HRD learning participation, with a discussion of model constructs. The conceptual framework is then operationalized with mathematical operations to demonstrate how to empirically test the model. Finally, the applicability of the proposed theory and its implications for future HRD research are elaborated.

Social Capital and Innovation in R&D Teams: The Mediating Roles of Psychological Safety and Learning from Mistakes

The relationship between social capital and R&D team innovation has received increasing attention in the literature. However, little is known about the mechanisms between the two. This study aims to narrow the gap by investigating the mediating roles of psychological safety and learning from mistakes between the three dimensions of social capital and innovation at team level. Our sample comprised 151 R&D teams with 585 members from nine Chinese high-tech companies. The results showed that psychological safety and learning from mistakes (LFM) partially mediated the relationship between the structural and cognitive capital and innovation in R&D teams, and fully mediated the relationship between the relational capital and innovation in R&D teams. We further discussed subsequent managerial implications and future research directions.

National HRD: a new paradigm or reinvention of the wheel?

Purpose – The purpose of this paper is to analyze a new research topic, national human resource development (NHRD) for neglected but critical components of economics foundation and accumulated international development research and practices.Design/methodology/approach – Through a targeted literature review on NHRD writing, major development economics theory, and international development literatures, this study conducted a critical content analysis.Findings – The findings in the paper are: current research on NHRD has not advanced our knowledge in economic development, human development, and human resource development under different cultural contexts; the HRD concept used by economists means human development (HD), the domain of HRD should not be extended to HD and HRD scholars should understand the different meaning of the same terms used in different fields determined by the contextual and historical background of the field; NHRD should be renamed as HRD national policy studies, and should be firmly b...

Exploring National Human Resource Development: A Case of China Management Development in a Transitioning Context

To advance an emerging frontier in human resource development (HRD) research, national HRD (NHRD), this study explored the subject by focusing on a key area of HRD, management development (MD) in the China context. Taking a system and holistic perspective, the study identified three critical challenges facing Chinese managers and China MD in the complex changing interactions of the broader social, economic, and institutional contexts. It examined current MD-related policies and practices at national, organizational, and individual levels. Our analysis of the findings indicated that although much effort was made at multiple levels for developing managers, Chinas approach to MD tended to be fragmented and lacked coherence. The study further offered critical implications for China MD practice and recent emerging NHRD research. In discussing future NHRD research directions, the study calls for HRD scholars to be mindful of the discipline and theory building in exploring new HRD research frontiers.

Indigenous Chinese HRM research: phenomena, methods, and challenges

Purpose – This article aims to highlight major unique Chinese organizational phenomena and delineate associated qualitative methods for exploratory inquiries and to focus on perceived challenges in developing indigenous knowledge in HRD and related management fields.Design/methodology/approach – The author takes an in‐outsider position and adopts an observational and reflexive approach to the phenomena, methods and challenges important for indigenous Chinese HRM research.Findings – The paper presents six major indigenous phenomena commonly seen in Chinese organizations. With a recent study exploring one of the phenomena, it discusses how grounded theory and phenomenology methods, combined with reflexivity, may be embraced for exploratory indigenous research. It also delineates challenges for indigenous Chinese HRM research.Research limitations/implications – Indigenous research is the first and necessary stage to understand unique and indigenous Chinese organizational phenomena. With appropriate qualitati...

Human Resource Development Evaluation: Emerging Market, Barriers, and Theory Building:

The problem and the solution. Measurement and evaluation (M&E) to support HRD interventions and relevant decisionmaking processes is an emerging market that has a surging demand. But the market is currently suffering from a limited supply of methodologies and techniques to address business needs. Given its distinctive nature, this market relies heavily on research to provide an array of diverse measurement theories and models that can be transformed into evaluation services for businesses. To address the limited supply of methodologies and techniques, we must conquer three barriers: the analytical barrier, the business barrier, and the technical barrier. Sprouting from an analysis of HRD systems interactions, we propose a systems approach to tackle these three barriers. This article also discusses the role of theory building and market trends in HRD M&E.