Susan A. Lynham

The General Method of Theory-Building Research in Applied Disciplines

The problem and the solution. One of the challenges of theory-building research in applied disciplines is making the logic used to build the theory explicit and accessible to the user of the developed theory. Although different methods of theory building advocate different theory-building research processes, there is an inherently generic nature to theory building. This chapter acts as a foundation for the journal by highlighting strategies commonly used in building theory and offers a generic, five-phase method of theory-building research.

Theory building in the human resource development profession

Theory building and theory-building research are starting to draw increased attention from HRD scholars. There is a growing recognition of the importance of theory building in maturing thought and practice in HRD. This article examines what is meant by good theory and theory-building research in HRD through a synthesis of the existing literature and a discussion of the core concepts, issues, and challenges associated with theory building in an applied field. It also highlights the importance of embracing multiparadigm research perspectives for stepping up to the task of theory building in the HRD profession.

National Human Resource Development in Transitioning Societies in the Developing World: Concept and Challenges

The problem and the solution. Synthesizing findings from five selected case studies reflective of high-transitioning countries in the developing world, this article proposes a number of comparative discoveries about the necessary role and nature of national human resource development in this context. One such discovery is the influence of the political, economic, and sociocultural environments on the necessary nature and role of national human resource development in each country. A second is that context and intent shape and inform what makes for responsible human resource development. Another is that discoveries from this and other studies suggest emerging models and necessary attributes, components, and dimensions useful for informing an integrative and collaborative theoretical and sense-making framework for future study and practice of national human resource development. These and other discoveries pose numerous challenges to the human resource development profession—challenges that will require fundamental reperceiving by its professionals.

Definitions and Outcome Variables of Scenario Planning

Scenario planning has been receiving increased attention as a tool for considering the future in the midst of a rapidly changing business environment. This article examines available definitions of scenario planning, analyzes the espoused dependent variables of the process, sets forth an integrative definition, and supports the further development of the process as a useful and relevant tool for strategic human resource development.

A philosophical framework for thought and practice in human resource development

Philosophy is often thought of as abstract and offering little practical utility. However, it is vitally important for an emerging profession such as HRD. The goal of this paper is to highlight the importance of the act of philosophy by offering a primer for those new to it. A framework that emphasizes a systems perspective of philosophy is proposed and each component is briefly described. Then, the practical contributions of philosophy are demonstrated by examining current issues facing HRD.

Insights on Emerging Trends and the Future of Human Resource Development

The problem and the solution. The future holds countless challenges. The future cannot be known, and it must not be ignored. Understanding trends and indicators emerging today helps us to proactively think about potential future developments and positions us to constructively shape them. This article reports on a survey of 55 human resource development (HRD) and HRD-related practitioners and academics who identified trends, variables, and challenges that they believe are affecting and will affect the profession during the next 15 to 20 years.

Performance-Driven Leadership Development

High-Performance Leadership. Leading and managing people and organizational systems to achieve and sustain high levels of effectiveness by optimizing goals, design, and management at the individual, process, and organization levels

Quantitative Research and Theory Building: Dubin’s Method

The problem and the solution. There are a number of strategies and methods that the theory builder can use to develop applied theory. Each strategy and method is informed by assumptions about what makes for knowledge and in turn good theory—and each is a way of seeing and understanding the phenomenon central to the theory. Dubin, a recognized scholar in applied theory building, advocates a theory-then-research strategy and quantitative hypothetico-deductive approach to applied theory building. This chapter focuses on Dubin’s quantitative method of theory building for applied disciplines, a two-part, eight-steptheory-building method as a specific variation of the general method of theory-building research in applied disciplines presented in chapter 1.

Career Development: Load-Bearing Wall or Window Dressing? Exploring Definitions, Theories, and Prospects for HRD-Related Theory Building

Career development (CD) has long been cited as a core area associated with human resource development (HRD). Despite this explicit connection, few publications focusing on CD are available in general HRD-related literature. This review outlines selected theories, examines selected definitions of CD, and analyzes the aims of career development in relation to HRD. The authors argue that there is much more opportunity to explore CD as a necessary component of HRD than has been undertaken to date. Furthermore, they make recommendations for multilevel integration and related theory-building approaches that may enhance the role of CD in HRD.

Responsible Leadership for Performance: A Theoretical Model and Hypotheses

Literature on leadership indicates an absence of general, integrative theory. Much of existing theory focuses on effective leadership, and on leadership processes, at the individual, group, or organizational level. Little emphasis is placed on whole system effect, and less on concerns for both people and performance. The theoretical framework developed and discussed addresses this inadequacy, presenting an integrative and general perspective of leadership that focuses on leadership responsibility to both people and performance.