Robert M. Yawson

Systems Theory and Thinking as a Foundational Theory in Human Resource Development: A Myth or Reality?

This study reviews systems theory and thinking (ST&T) as a foundational discipline or theory in human resource development (HRD) research and practice. Using systematic evidence review (SER) of the literature and mapping analysis of HRD curricula across some leading U.S. universities, disconnect between theory and practice of ST&T is discussed. The use of SER of the literature in HRD research is an important aspect of this study. The study recommended the incorporation of more ST&T courses into the HRD undergraduate and graduate curricula. Recommendations of how systems thinking can become more relevant to HRD research and practice are offered.

The Ecological System of Innovation: A New Architectural Framework for a Functional Evidence-Based Platform for Science and Innovation Policy

Models on innovation, for the most part, do not include a comprehensive and end-to-end view. Most innovation policy attention seems to be focused on the capacity to innovate and on input factors such as R&D investment, scientific institutions, human resources and capital. Such inputs frequently serve as proxies for innovativeness and are correlated with intermediate outputs such as patent counts and outcomes such as GDP per capita. While this kind of analysis is generally indicative of innovative behaviour, it is less useful in terms of discriminating causality and what drives successful strategy or public policy interventions. This situation has led to the developing of new frameworks for the innovation system led by National Science and Technology Policy Centres across the globe. These new models of innovation are variously referred to as the National Innovation Ecosystem. There is, however, a fundamental question that needs to be answered: what elements should an innovation policy include, and how should such policies be implemented? This paper attempts to answer this question.

Organizational change: themes and issues

Organizational change as a concept or field of practice is not new under any circumstances. A simple Google search with the phrase ‘organizational change’ generates about 6,330,000 results. It is therefore not surprising to have preconceived notions about any new book on organizational change as another addition to the tall list of books not offering any quintessential treatise on the concept. I was pleasantly surprised to find Jim Grieves’ book offering a more refreshing approach to the discussion of organizational change than any other text I have read in a very long time. According to the publishers, the book was written specifically with post-graduate students in mind. It also targets practitioners and researchers. While I agree that graduate students, as the main target audience, are best suited to benefit from this book, I also believe that undergraduates, as well as practitioners and researchers would get something out of reading the book. I would definitely recommend it for any graduate course in the fields of Organization Development (OD) and change management. The book provides appropriate depth of theory and level of critique needed at the graduate level. The book has a two-part structure: Part 1 is on ‘Understanding Change’ and Part 2 is on ‘Implementing Change’. This structure is designed to situate organizational change in context before guiding readers through the key issues to consider in practice. Exploration of overarching pathways to change which are defined by four contrasting perspectives are intended to make the whole book coherent. These perspectives are described as: structural-functional change (changing structures and functions); multiple constituencies (change by negotiation); organizational development (the humanistic approach to change); and, creativity and volition (a critical theory of change). The book moves from themes to issues and to application of theories, using practical examples. Part 1 focuses on five core themes and each of the themes is presented as a chapter. Part 2 discusses six issues critical to organizational change and each of the issues is also presented as a chapter. Chapter 1 looks at the four contrasting perspectives of pathways to change. The author acknowledges that although these are contrasting perspectives they sometimes overlap and concludes that no single pathway to change can render a sole explanation of the complexity of organizational change. The author follows a logical expository approach. He uses the four perspectives presented in chapter 1 as lenses through which to view all the other themes and the issues discussed in subsequent Human Resource Development International Vol. 14, No. 3, July 2011, 363–366

Skill needs and human resources development in the emerging field of nanotechnology

Strong societal requirements and consumer acceptance are the driving force of nanotechnology development. The necessity for qualified experts and strong demand on education in the multi‐, trans‐ and interdisciplinary field of nanotechnology is a logical consequence of this driving force. There is the need for a comprehensive national skill‐needs‐identification study as a first step towards developing the appropriate workforce and to prevent any skill gap or shortage. This paper provides an analytical overview of skill needs and human resources development for the emerging fields of nanotechnology and gives recommendations for further research. Emphasis is placed on the role of vocational educational training (VET) in skill development for nanotechnology. Evidence review and secondary analysis of the literature are used as the methodological approach. A comparative analysis of approaches to nanotechnology workforce development in Germany and the United States is done.

Leadership and Management Development: Developing Tomorrow's Managers

Book Review of Daltons (2010). Leadership and Management Development: Developing Tomorrows Managers. Harlow, Great Britain: Financial Times Prentice Hall, Pearson Education Limited.

Africa’s Nanofuture: The Importance of Regionalism

In the quest to be part of the global revolution in science, technology and innovation at the nano-scale (STI-NANO), African countries should cooperate on a regional basis. This article discusses the problem of funding nanotechnology research in Africa and argues that regionalism as an overarching policy framework can help address the problem. Proposed policy approaches are evaluated based on affordability, resource mobility, awareness, acceptability, and sustainability. The article offers recommendations for science, technology, and innovation to secure a nanofuture for Africa.

Historical Antecedents as Precedents for Nanotechnology Vocational Education Training and Workforce Development

In an attempt to inform how to approach nanotechnology vocational education training (nanoVET), this article briefly discusses the history of the development of vocational education training (VET) in the United States during the past century. The history of nanotechnology development and the current advances in this emerging field are discussed in the context of workforce development and the challenges it poses to human resource development (HRD) professionals. Concerned with the lack of educators and educational policy experts in the dialogue on nanotechnology and the need for multi-, trans-, and inter-disciplinary employability skills curricula for nanotechnology, this article argues for a different approach to VET that endorses the democratic ideals proposed by Dewey, in preparing students for challenges in nanotechnology careers. The article argues that the multi-, trans-, and inter-disciplinary nature of nanotechnology require that nanoVET should be guided by history and be modeled within the comprehensive democratic approach advanced by Dewey. The article concludes with a discussion on the implications for HRD practice, research, and theory.

Institutionalising Performance Management in R&D Organisations: Key Concepts and Aspects

Abstract In an era in which accountability, cost effectiveness and impact orientation are at premium, Researchand Technological Organisations are under pressure not only to improve their performance but also to be able todemonstrate this improvement. This pressure is particularly hard-felt by agricultural research organisations, wherefunders’ perceptions of a lack of evidence for the uptake and impact of products and services are raising questionsabout their efficacy and existence. Such pressures can be traced back to several factors, including changes in managementtrends and the growing scarcity of donor funding in the face of proliferation of Non-Governmental Organisations.These pressures have focussed R&D Organisations attention on the need to develop monitoring and evaluationsystems that are capable of ensuring and demonstrating improved performance. In recognising that the developmentalimpact of research is notoriously difficult to assess, the paper is predicated on the belief that indicators of organisationaluptake can provide reliable proxies, or ‘leading’ indicators of development impact. The background to this paper isa DFID-funded pilot action research project that ran between September 2001 and December 2002. The projectaimed to adapt and test a novel approach to performance management within three agricultural research anddevelopment agencies. The key concepts and aspects of this novel approach and similar work done are discussed.

Leadership Development in South Africa

This chapter reviews leadership development in South Africa and the methods that are currently used to develop emerging leaders. I take a broad look at leadership development in a dynamic, changing, unpredictable postmodern era, together with that which needs to be preserved from the South African perspective in a dualistic environment of Afrocentric and Eurocentric leadership. I then illuminate some local examples and approaches to leadership development and make recommendations that reflect contemporary leadership development in South Africa, with all its diverse and complex socioeconomic contexts, peoples and social systems. The chapter illustrates examples of successful implementation of leadership development models and shows how they have succeeded amidst, and in spite of, numerous contextual challenges.

Ethics of Conducting Qualitative Social Science Research in the Emerging Field of Nanotechnology

In educational research, qualitative studies have varied meanings. This short paper reviews the conceptual underpinnings of ethics in qualitative social science research and its importance to the emerging field of nanotechnology. The paper is aimed at showing a pathway by which the researcher might tackle ethics in a more effective way to achieve the desired results and whether different ethical values are needed in qualitative social science research of nanotechnology.