Challenges of Implementing Western Talent Development Models in a Collectivist Organizational Culture

2018 ◽  
Vol 20 (4) ◽  
pp. 517-532 ◽  
Author(s):  
Angela Christina Lucas ◽  
Alexandre Ardichvili ◽  
Silvia Pereira de Castro Casa Nova ◽  
João Paulo Bittencourt ◽  
Caroline Carpenedo
Keyword(s):  
Organizational Culture ◽  
Human Resource Development ◽  
Emerging Market ◽  
Talent Development ◽  
Cultural Barriers ◽  
Successful Implementation ◽  
Business Organizations ◽  
Doing Business ◽  
History Of ◽  
Hrd Professionals

The Problem In Brazilian business organizations, talent development (TD) programs are often based on models borrowed from Western countries. However, there are significant cultural barriers to successful implementation of such transplanted models. Research on TD in Brazil is scarce, especially, research on adoption of imported models and frameworks. The Solution This article is based on a case study of TD practices of a large Brazilian steel company that has a long history of human resource development (HRD) and a unique organizational culture. Our study suggests that this Brazilian company’s TD system is based on a combination of several well-known North American models. However, the implementation of the TD system that is based on meritocratic principles does not fully align with an organizational culture characterized by high power distance, paternalism, collectivism, and the emphasis on personal relationships over merit. We suggest ways of addressing the identified misalignments and point out the necessity of tropicalizing the implementation of TD models, which implies embracing Brazilian cultural traits and contexts. The Stakeholders The main audience for this article includes executives, managers, and HRD professionals executing TD strategies in organizations from emerging market economies and/or in firms doing business in emerging markets. In addition, the article will be of interest to scholars specializing in international HRD and talent development.

Management

2019 ◽  
Author(s):  
Ольга Гапонова ◽  
Olga Gaponova ◽  
Любовь Данилова ◽  
Liubov' Danilova ◽  
Юлия Чилипенок ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Social Responsibility ◽  
Conflict Management ◽  
Self Control ◽  
Business Organizations ◽  
Organizational Changes ◽  
History Of ◽  
Basic Functions ◽  
Basic Approaches ◽  
Independent Work

Structurally, the book includes 59 short chapters, United in 14 thematic blocks. They include such traditional sections as: the concept, essence and content of management; basic approaches to the study of the history of management; basic functions of management; connecting processes; basics of conflict management; organizational culture; management of organizational changes; social responsibility and ethics of business organizations; management consulting, etc. But the form of presentation of the material is unusual – it is a programmed textbook, designed mainly for independent work of the student and equipped with a system of constant self-control.

Talent Development and Its Role in Shaping Absorptive Capacity in Emerging Market Firms: The Case of Russia

2018 ◽  
Vol 20 (4) ◽  
pp. 444-459 ◽  
Author(s):  
Marina O. Latukha
Keyword(s):  
Knowledge Acquisition ◽  
Human Resource Development ◽  
Absorptive Capacity ◽  
Emerging Market ◽  
Talent Development ◽  
Competitive Advantages ◽  
Leading Role ◽  
Innovative Thinking ◽  
Knowledge Assimilation ◽  
New Perspective

The Problem The overall ability to create and transfer knowledge is one of the main competitive advantages for companies from emerging economies and becomes their performance driver. As human resource development (HRD) and talent development (TD), in particular, aim to extend employees’ capabilities related to innovative thinking, creativity, and their key competences, which can be necessary for knowledge creation and development, TD can be associated with a firm’s absorptive capacity; however, their relationship remains underresearched. Although some studies claim about grounds for absorptive capacity, lack of analysis of absorptive capacity dimensions, specified as knowledge acquisition, assimilation, transformation, and exploitation, and its connection to TD in the emerging market context can be observed especially with the relationship to firm performance in Russia. The Solution We investigate the influence of TD on firm’s absorptive capacity in emerging market contexts, more specifically in Russia, and confirm the link between TD in Russia and knowledge assimilation, knowledge transformation, knowledge exploitation, and knowledge acquisition. The Stakeholders We show the new perspective of talent management, in general, and TD, in particular, for HRD area, showing the leading role of TD in emerging market contexts that should be in a primary agenda for both researchers and practitioners.

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

2011 ◽  
Vol 10 (4) ◽  
pp. 417-430 ◽  
Author(s):  
Robert Yawson
Keyword(s):  
Vocational Education ◽  
Human Resource Development ◽  
Workforce Development ◽  
The United States ◽  
Practice Research ◽  
Past Century ◽  
History Of ◽  
Education Training ◽  
Hrd Professionals ◽  
Historical Antecedents

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.

scholarly journals How an Intranet Provides Opportunities for Learning Organizational Culture

2014 ◽  
Vol 16 (3) ◽  
pp. 296-319 ◽  
Author(s):  
Elisabeth E. Bennett
Keyword(s):  
Organizational Culture ◽  
Human Resource Development ◽  
Human Resource ◽  
Virtual Work ◽  
New Technology ◽  
Hospital Setting ◽  
Resource Development ◽  
Opportunities For Learning ◽  
Hrd Professionals ◽  
The Relationship

The Problem Organizational culture is a central part of defining virtual human resource development (VHRD), yet little empirical research has uncovered the relationship between culture and intranets. Intranets constitute the webbed environment that enables VHRD, and much can be learned from studying an intranet used strategically for an organization. Specifically, the problem addressed in this article was the question, how does an intranet provide opportunities for learning organizational culture? The Solution Case research in a hospital setting explored the problem and found four themes for how an intranet enabled participants to learn and experience the larger culture. A primary conclusion of the study was that an intranet can convey and renew organizational culture when members interact and experience organizational values in action. Implications for human resource development (HRD) professionals include addressing the design and development of organizational systems to support cultural messages that are congruent with organizational objectives and to consider how intranets can support informal learning and community building necessary for VHRD. The Stakeholders Stakeholders for this article include HRD professionals who help implement new technology and use technical applications to support practice, leaders who oversee virtual work, and scholars who aim to further research and theory in VHRD.

scholarly journals ANALYSIS OF BUSINESS LENDING PROBLEMS IN UKRAINE

2019 ◽  
pp. 62-72
Author(s):  
V. Bolshunov ◽  
L. Riabushka ◽  
I. Bielova
Keyword(s):  
Emerging Market ◽  
Balance Sheets ◽  
Doing Business ◽  
Global Innovation ◽  
Enterprise Risk ◽  
History Of ◽  
Ease Of Doing Business ◽  
The Impact ◽  
First Time ◽  
Positive Effect

The paper considers and analyzes the reasons for the decline in lending in Ukraine. Bank business lending in Ukraine is characterized by high cost; the world's worst quality loans. Moreover, the low profitability (and even loss) of most businesses leads to a small number of creditworthy businesses. It is determined that for the first time in the history of observation, lending in UAH equivalent decreased in 2019. And the results of the calculations revealed that the strengthening of the hryvnia makes only half of the impact. Another factor is the decline in new lending. Based on the materials of banks' balance sheets and the content of their sites, the banks were identified where the lending decreased most significantly. The lending conditions are clearly less attractive than in banks where lending is increasing. A study of the data of the Bank of International Settlements showed that among the 43 countries of the world, as of 01.04.2019, the leaders in the growth of business lending are countries that show high economic growth, that is, mainly, emerging market economies. The paper hypothesizes that there is a positive effect of non-financial banking lending on economic innovation (measured through the Global Innovation Index), which is statistically confirmed. Also there was found a causal relationship between the fact a significant increase in business loans and a change in the country's Doing Business rating. For example, reducing credit indicators in the country by 8-18% per year lowers the ease of doing business by 4-6 positions. In this study there were generalized steps to overcome the reasons for the decline in lending in Ukraine and the desirable actions of bank employees in such conditions (sufficient diversification of loans by industry, active use of scenario analysis of customer business development, etc.). This made it clear that without significant involvement of the state, significant shifts in the area of business lending cannot be expected. Keywords: credit, non-financial sector, business lending, bank, enterprise, risk.

scholarly journals The Indigenization Of Business Ownership In An Emerging Market: Doing Business In South Africa

2011 ◽  
Vol 6 (12) ◽  
Author(s):  
John Luiz ◽  
Roberto Gaspari
Keyword(s):  
South Africa ◽  
Emerging Market ◽  
Business Environment ◽  
Engineering Industry ◽  
Successful Implementation ◽  
Significant Finding ◽  
Doing Business ◽  
Black Economic Empowerment ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Black economic empowerment (BEE) has transformed the South African economic and business environment, and continues to be one of the most important issues a company has to deal with in doing business in South Africa. The indigenization of ownership is also developing as a concern in several other emerging markets particularly in Latin America. This research focuses on BEE issues within the small medium enterprises (SMEs) sector of the engineering industry. The research set out to identify the issues which were considered to be important for the successful implementation of BEE. A significant finding was the importance of upfront planning and setting of objectives prior to implementation of BEE initiatives. The research also found a very low level of satisfaction with the outcomes of BEE initiatives. The findings of this research can prove to be valuable for policymakers and business as they review the progress made towards achieving the broader objectives of indigenization and the costs of doing business in such an environment.

scholarly journals Organizacijska kultura kao čimbenik uspješne provedbe organizacijske promjene

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Stipe Belak ◽  
Ivana Ušljebrka
Keyword(s):  
Organizational Culture ◽  
Readiness To Change ◽  
Dynamic Environment ◽  
Cultural Analysis ◽  
Successful Implementation ◽  
Business Organizations ◽  
Organizational Changes ◽  
Key Factor ◽  
A Minor ◽  
And Behavior

This paper theoretically proves that the organizational culture is a key factor for a successful implementation of organizational changes. Looking at the dynamic environment in which today's business organizations exist, it is clear that organizational changes have become a necessity needed for their survival. It does not matter whether it is a minor improvement of the peripheral segment of the organization or its complete transformation – what is inevitable is the change of the human factor. Since man is by nature an inert being, likes security, routines and certainty, it tends to oppose any changes, especially when it comes to radical changes in which his participation is minimal, if any. In such a situation, in order to reduce the human resistance to changes to a minimum, and achieve the willingness of employees to change, it is necessary to influence their attitudes, mindset and behavior. The organizational culture plays a key role in this process. The organizational culture through its values, beliefs, customs and norms shapes the behavior and attitudes of people within an organization, influences the readiness to change, as well as its later successful implementation. The paper concludes that the manager, prior to the implementation of organizational changes, should carry out a cultural analysis and then institutionalize those organizational values that encourage the construction of a positive attitude toward organizational change, as well as the building of organizational commitment and the trust in the management.

Self-Directed Learning in Organizations and Institutes of Higher Learning

2014 ◽  
pp. 395-406
Author(s):  
Ramona T. Sharpe ◽  
Tamara L. Kelley
Keyword(s):  
Organizational Culture ◽  
General Population ◽  
Human Resource Development ◽  
Human Resource ◽  
Higher Learning ◽  
Adult Educators ◽  
Self Directed Learning ◽  
Skill Sets ◽  
Directed Learning ◽  
Hrd Professionals

This chapter discusses Self-Directed Learning (SDL) and its current use in various types of organizations. A review of theories, literature, and current practices lead to the exploration of what deficits are limiting the use of SDL today, and what skill sets are needed to better support and expand the usage of SDL tomorrow in a multitude of environments. Suggestions for ways to increase SDL skills in the general population are also discussed. Major implications for adult educators, Human Resource Development (HRD) professionals, and other practitioners are examined, paying special attention to technology and organizational culture.

Military Veterans’ Transferrable Skills

2016 ◽  
Vol 19 (1) ◽  
pp. 6-13 ◽  
Author(s):  
Valerie E. Davis ◽  
Sarah E. Minnis
Keyword(s):  
Human Resource Development ◽  
Military Service ◽  
Military Veterans ◽  
Armed Forces ◽  
Skills Training ◽  
Contributing Factors ◽  
Civilian Workforce ◽  
Retention Initiatives ◽  
Civilian Employment ◽  
Hrd Professionals

The Problem Military veterans face a number of employment challenges as they transition from military service to civilian employment. Although the American workforce has become much more diverse, there continues to be a lack of understanding and misperceptions about veterans’ skillsets and military experiences which inhibits successful employment after military service. Veterans are a source of talent for civilian employers as they bring distinctive capabilities and valuable skills developed through real-world, high-pressure experience, but some human resource development (HRD) practitioners may not be aware of the vast array of skills, training, and knowledge that veterans bring to the civilian workforce in addition to supervisory and management skills acquired during their time in the armed forces. Given the civilian public’s general lack of knowledge about military experience, HRD practitioners, in particular, may be less able to effectively evaluate and integrate veterans’ military experiences, skills, and capabilities in the civilian employment sector. These misunderstandings are contributing factors impacting veterans’ ability to transfer their skills from military to business cultures. The Solution It is imperative that HRD practitioners understand the potentially strong contributions and societal misperceptions regarding the business value of military veterans’ skills and experiences. This article will explore distinctive capabilities of veterans that make them assets in the civilian workforce as well as some potential concerns and highlight HRD’s role in recognizing and facilitating the development of veteran hiring and retention initiatives in civilian employment. Educating HRD professionals about how to integrate military veterans’ skills, knowledge, and abilities in business cultures and mitigate concerns is vital to promote veterans’ contributions to civilian organizations and is necessary for effective hiring and talent development. The Stakeholders Veterans, HRD professionals, scholars, practitioners, and policy makers interested in the HRD field, private sector, federal, nonfederal public sector, and U.S. Office of Personnel Management.

A Synthesis of New Perspectives on Virtual HRD

2014 ◽  
Vol 16 (3) ◽  
pp. 391-401 ◽  
Author(s):  
Rochell R. McWhorter
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Technology Development ◽  
Training And Development ◽  
Virtual Human ◽  
Special Issue ◽  
Organizational Mission ◽  
Hrd Professionals ◽  
Contemporary Technology

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.

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