Abstract
This study aims to describe which actual strategies HRD practitioners use across different types of organization in shaping their roles. Semi-structured interviews were held with 18 HRD practitioners from South Australia to answer this question. In line with two earlier studies conducted in the United Kingdom and the Netherlands, the Learning-Network Theory (Van der Krogt, 1998) was used as an interpretive framework. Interview data were analyzed qualitatively. Four different action domains emerged: ‘participants,’ ‘materials,’ ‘informing style,’ and ‘learning culture.’ Most respondents focused their strategies mainly on organizing learning activities for employees (‘participants’ and ‘materials’). Few differences across types of organization were found. Implications of these findings and directions for further research are discussed.
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Oostvogel, K., Koornneef, M., Poell, R.F. (2011). Strategies of HRD Practitioners in Different Types of Organization: A Qualitative Study Among 18 South Australian HRD Practitioners. In: Poell, R., van Woerkom, M. (eds) Supporting Workplace Learning. Professional and Practice-based Learning, vol 5. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9109-3_2
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DOI: https://doi.org/10.1007/978-90-481-9109-3_2
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