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A Life in the Day     Hybrid Journal   (Followers: 10)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 21)
Accounting Research J.     Hybrid Journal   (Followers: 27, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 8, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 13)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 1, SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 43)
Advances in Gender Research     Full-text available via subscription   (Followers: 1)
Advances in Intl. Marketing     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 55, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 25)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 9)
Agricultural Finance Review     Hybrid Journal   (Followers: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 91, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 11)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 4, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 10)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 7)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 4, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 13)
Aslib Proceedings     Hybrid Journal   (Followers: 160, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 8, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 12, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 18, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 9, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 12, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 3)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 14, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 23, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 12, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 6, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 2)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 16)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 7)
Disaster Prevention and Management     Hybrid Journal   (Followers: 16, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 75, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 17, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 15, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 14, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 23, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 7)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 7, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 12, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal  
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 39, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 10, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 14, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 1, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 4, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (Followers: 1, SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 16, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 47, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14)
Interlending & Document Supply     Hybrid Journal   (Followers: 73, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 45, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 8)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 10, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 13, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 11, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 14, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 8)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 2)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3)

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Journal Cover European Journal of Training and Development
  [SJR: 0.296]   [H-I: 18]   [9 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2046-9012
   Published by Emerald Homepage  [312 journals]
  • Characteristics of highly talented international business professionals
           defined: qualitative study among international business professionals.
    • Authors: Petra van Heugten, Wolter Paans, Marjolein Heijne-Penninga, Marca Wolfensberger
      First page: 58
      Abstract: European Journal of Training and Development, Volume 40, Issue 2, February 2016.
      Purpose The purpose of this paper is to explore the characteristics of talent in relation to international business to facilitate selection and development of talent in HR and HRD. Design/methodology/approach A mixed method design was used: 1) Focus groups with business professionals to identify the characteristics of highly talented international business professionals, resulting in a concept profile; 2) Delphi study for validation; 3) Systematic comparison of the open coding results to existing literature to identify characteristics of talent. Findings A specific and concise profile, of highly talented international business professionals (HTIBP) has been developed. This profile has five domains: (1) achieving results (2) communicating (3) innovating (4) self-reflecting (5) seeing patterns and interrelationships in a global context. From literature cross-referencing, we have identified: Innovating, being creative and having a drive to achieve results are most distinguishing for HTIBP. Practical implications The paper facilitates an ongoing discussion about what constitutes talent, and offers new perspectives for companies to consider when selecting and developing talent. Originality/value The conceptual contribution of the paper offers a fresh and practical empirical perspective on what talent entails.
      Citation: European Journal of Training and Development
      PubDate: 2015-12-12T12:15:20Z
      DOI: 10.1108/EJTD-04-2015-0032
  • Reciprocal benefits, legacy and risk: applying Ellinger and Bostrom's
           model of line manager role identity as facilitators of learning.
    • Authors: Paul Campbell, Peter John Evans
      First page: 74
      Abstract: European Journal of Training and Development, Volume 40, Issue 2, February 2016.
      Purpose The purpose of this paper is to explore the beliefs held by managers about their roles as facilitators of learning with their employees in a public utilities organisation. Design/methodology/approach The research was based on Ellinger and Bostrom’s (2002) study in to managers’ beliefs on their role as facilitators of learning in learning orientated firms. Abductive research logic was employed in a small-sample in depth qualitative study using critical incident interviews. Findings Managers in the study conveyed strong self-efficacy and outcome beliefs confirming the central role in workplace learning of line managers who adopt a coaching approach. Key new insights were also found in managers’ beliefs on acting as role models within the organisation; and their beliefs on the need to manage skills-related organisational risk. Research limitations/implications A key limitation of the research is inherent in the use of critical incident technique as it provides information on the nature of “atypical events” as opposed to more gradual, tacit and typically on-going learning at work. Practical implications The managers’ belief map derived from the data provides a context specific “target of change” with which to challenge the wider organisation regarding the learning facilitation. The research also shows how industry specific contexts may provide specific pathways for developing managers in their role as facilitators of learning. Originality/value The value of the research is two-fold: firstly in providing further validation of the findings from Ellinger and Bostrom’s (2002) research on managers’ beliefs on the effective facilitation of workplace learning. Additional insights on managerial beliefs regarding role modelling and succession planning are identified and the implications for management development discussed.
      Citation: European Journal of Training and Development
      PubDate: 2015-12-12T12:15:16Z
      DOI: 10.1108/EJTD-01-2015-0007
  • Emotional Intelligence Research Within Human Resource Development
    • Authors: Forouzan Farnia, Fredrick Muyia Nafukho
      First page: 90
      Abstract: European Journal of Training and Development, Volume 40, Issue 2, February 2016.
      Purpose The purpose of this study was to review and synthesize pertinent emotional intelligence (EI) research within the Human Resource Development (HRD) scholarship. Design/methodology/approach An integrative review of literature was conducted and multiple electronic databases were searched to find the relevant resources. Using the content analysis technique, pertinent literature was reviewed and thematically organized. Findings The body of the reviewed literature recognized emotional intelligence as a legitimate intervention to improve performance in the workplace. The seven emerged themes described the presence of EI-related research within the HRD in terms of conceptual connections between EI and HRD; various aspects of EI training and development; the strengths and weaknesses of different EI models and measurement tools; the quantitative and qualitative methods of conducting EI research; diversity in EI profiles across careers; the influence of context in the interpretation of EI; the role of EI in productive interpersonal interactions and finally the impact of EI in leadership development and performance. Research limitations/implications The selected articles for this review were limited to emotional intelligence peer reviewed published articles which contained the keywords of “human resource development” or “HRD”. While the field of HRD is broad and ever growing, this study has a limitation for having left out other relevant articles that may not have contained the key terms. Originality/value The originality of this study lies in its focus on emotional intelligence and developing human resources. It is argued that EI is an invaluable organizational development intervention that can be effectively utilized to improve performance at individual, group, process and organizational levels.
      Citation: European Journal of Training and Development
      PubDate: 2015-12-12T12:15:18Z
      DOI: 10.1108/EJTD-11-2014-0073
  • Exploring Trainers’ Engaging Instructional Practices: A Collective
           Case Study
    • Authors: Vishal Arghode, Jia Wang
      First page: 111
      Abstract: European Journal of Training and Development, Volume 40, Issue 2, February 2016.
      Purpose This study explored the phenomenon of training engagement from the trainers’ perspective. Specifically two questions guided this inquiry. First, how do trainers define engagement in the training context? 2) What strategies do trainers use to engage trainees? Design/methodology/approach The collective case study approach was adopted for this qualitative study. Seven cases were selected for in-depth analyses. Data was collected through individual, face-to-face interviews and analyzed using the constant comparative analysis method. Findings Major findings suggest that engaging training practices take various forms. They include being trainee-centered, maximizing learning through entertaining and interesting instruction, accommodating different learning styles, eliciting trainee participation by creating an encouraging learning environment, and connecting with trainees by building rapport early in a training session. Research limitations/implications The small sample limits the generalizability of the findings. However, this study expands training literature by focusing on an under-explored research area, the role of engaging trainees in maximizing learning outcomes. Practical implications For trainers, this study offered some specific strategies they can use to engage learners in the training context in order to achieve desired learning outcomes. In addition, the seven cases selected for this study may be used as a benchmark against which both experienced and novice trainers compared their own practices. Originality/value This is one of very few qualitative studies with a focus on emotional aspects involved in training. The rich data from this study shed light on areas for future improvement, particularly regarding how to effectively engage trainees to maximize learning outcomes.
      Citation: European Journal of Training and Development
      PubDate: 2015-12-12T12:15:19Z
      DOI: 10.1108/EJTD-04-2015-0033
  • Organisational learning and the organisational life cycle: the
           differential aspects of an integrated relationship in SMEs
    • Authors: Steven Tam, David E Gray
      First page: 2
      Abstract: European Journal of Training and Development, Volume 40, Issue 1, January 2016.
      Purpose This study seeks to relate the practice of organisational learning (OL) in small and medium-sized enterprises (SMEs) to the organisational life cycle (OLC), contextualising the differential aspects of an integrated relationship between them. Design/methodology/approach It is a mixed method study with two consecutive phases. In Phase I, 30 Hong Kong SMEs identified through theoretical sampling were classified into three life-cycle stages – inception, high-growth, and maturity. In Phase II, their employees’ learning practices (grouped by learning levels) were statistically compared using the Analysis of Variance (ANOVA) and then followed up for confirmation with qualitative semi-structured interviews. Findings This study uniquely suggests the nature of a relationship between SME organisational learning and the OLC. Empirical results show that three out of the four learning levels (individual, group, organisational, and inter-organisational) practised in SMEs are varied in importance between life-cycle stages. Research limitations/implications Comparative studies are encouraged in other parts of the world to strengthen the findings – with either SMEs or large organisations. Practical implications The study informs SME owner/managers about what is important for employee learning at different business stages so that appropriate learning strategies or human resource development (HRD) policies can be formulated in a timely fashion to promote competitiveness. Originality/value It is among the first studies to connect SME learning with organisational growth. The relationships found serve as a sound foundation for further empirical investigations.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-19T12:17:50Z
      DOI: 10.1108/EJTD-07-2015-0052
  • Virtual HRD and National Culure: An information processing perspective
    • Authors: chih-hung chung, Putthachat Angnakoon, Jessica Li, Jeff Allen
      First page: 21
      Abstract: European Journal of Training and Development, Volume 40, Issue 1, January 2016.
      Purpose The purpose of this study is to provide researchers with a better understanding of the cultural impact on information processing in virtual learning environment. Design/methodology/approach This study employs a causal loop diagram to depict the cultural impact on information processing in the VHRD learning platform. This study takes a theoretical approach and examines current literature pertaining to VHRDs, virtual worlds (VWs), system dynamics, causal loop diagrams (CLDs), and cross-cultural studies. Findings This study provides a conceptual model to describe and discuss the cultural impact on information processing in VHRD. Research limitations/implications Literature has begun to reflect the concerns with cultural impact in VHRD; however, research is still in the beginning stages. This study proposes a conceptual model of information processing that includes the cultural impact. Future work based on this study will continue to test and improve the conceptual model. Practical implications The conceptual model accounts for the complexities of the interaction between internal and external information processing systems. Instructional designers or educators can apply this conceptual model to understand the impact of culture on information process during training programs in VHRD environment. With this model, they could provide an effective or efficient training programs for their trainees. Originality/value This study provided a framework for HRD researchers and practitioners to detect challenges and opportunities to work with cultural impact on information processing in VHRD. Instructional designers or educators could utilize this model to understand the process, and further offer an effective or efficient training programs for their trainees.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-19T12:17:50Z
      DOI: 10.1108/EJTD-04-2015-0025
  • Organisational and Task Factors Influencing Teachers’ Professional
           Development at Work
    • First page: 36
      Abstract: European Journal of Training and Development, Volume 40, Issue 1, January 2016.
      Purpose The development of life-long learning competencies and, consequently, the careers of teachers, has become a permanent issue on the agenda of schools worldwide. The workplace is also increasingly regarded as the place to develop these competencies. The main purpose of this article is to investigate organisational (cultural and relational) and task factors which potentially enhance Teachers’ Professional Development (TPD) at Work. Design/methodology/approach A model incorporating the relationships between organisational and task factors as predictor variables, and TPD at Work as the dependent, is presented and empirically tested empirically by a quantitative (survey research) method. Findings The study results indicated that learning climate, social support from one’s immediate supervisor, social support from close colleagues, and learning value of the function can act as important job resources for TPD at Work. Work pressure and emotional demands, on the other hand, appeared to act as job demands for TPD at Work, but also have the potential to enhance TPD at Work. Research limitations/implications The most important limitations of the study were the cross-sectional nature of the study and the use of self-ratings only, which may imply common-method bias. Practical implications To enhance TPD at Work, it is vital for actors inside and outside schools to focus on the right working conditions (as mentioned under findings) in schools, so that teachers can learn from their job. Originality/value Knowledge in schools and empirical research about which factors at the organisational and task level are important to enhance TPD at Work seems scarce. This research contributes to this knowledge gap.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-19T12:17:48Z
      DOI: 10.1108/EJTD-03-2015-0023
  • Actors and Avatars: Why Learners Prefer Digital Agents
    • Authors: Paul Donovan
      First page: 738
      Abstract: European Journal of Training and Development, Volume 39, Issue 9, November 2015.
      Purpose Purpose: The purpose of this exploratory study was to compare learner experiences of recorded instructional videos (DVDs) with Machinima. Design/methodology/approach Design: In this exploratory research, set of learning sequences in management skills training were delivered to 32 learners using both methods and learner reactions were gathered using post event interviews. Findings Findings: Analysis of learner responses showed that participants prefer Machinima as a learning delivery mechanism. Participants also reported being better able to concentrate on the message of the Machinima learning sequences. Research limitations/implications Research limitations/implications: The sample was not representative being a convenience sample derived by open invitation from cohorts of two masters degree programmes conducted at the School of Business, Maynooth University, Maynooth, Co. Kildare. The age range of the participants was significantly skewed toward a younger age grouping. No learning test was given to assess the teaching efficacy of the methods. Implications for practice include using Machinima to model desireable behaviours to trainees. Future research should extend the research to other settings. Practical implications Research should be considered into the potential for Machinima to be considered as a replacement for DVD in management training. Sufficient encouragement arises from this study to suggest that Machinima contains none of the distractions of DVD that are recorded in this study. In addition, many organisations seek to utilise training materials with diverse audiences. Originality/value Originality/value: Originality of the paper stems from the potential replacement of DVD with Machinima in learning.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-03T11:10:30Z
      DOI: 10.1108/EJTD-06-2015-0041
  • Revisiting Knowledge Sharing from the Organizational Change Perspective
    • Authors: Sunyoung Park, Eun-Jee Kim
      First page: 769
      Abstract: European Journal of Training and Development, Volume 39, Issue 9, November 2015.
      Purpose The purpose of this study was to identify how knowledge sharing literature has discussed task, structure, technology, and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing. Design/methodology/approach The research questions guiding the study are: (a) How do organizational change elements influence knowledge sharing? and (b) What are the critical elements of organizational change in relation to knowledge sharing? Based on Leavitt’s (1965) organizational change model, 133 articles published between 2000 and 2012 from 13 journals were reviewed and analyzed. Findings The total number of articles covering task, structure, technology, and people in knowledge sharing was 49, 79, 49, and 97, respectively. Of all references, 97 articles (72%) discussed the important aspects of people, and 79 articles (59%) emphasized the influential role of organizational structure in knowledge sharing. The highest frequency of interactions (48 articles) was the interaction between structure and people (interaction 5). Research limitations/implications To capture broader phenomena on knowledge sharing in organizational change, multiple data sources and a variety of journals with a longer timeframe should be collected and a more comprehensive review should be conducted. All perspectives of organizational change were not applied to this study. Theoretically, this study attempted to illuminate how knowledge sharing has been explored through the lens of four elements in organizational change and the interactions between the elements. this study attempted to expand the use of Leavitt’s (1965) model by applying interactive relationships among the elements to knowledge sharing. Practical implications Our findings can advance strategic and managerial practice by informing the planning and development of knowledge sharing associated with change in organizations. A key question is how to identify the major component of change which will trigger the other changes in the current architecture of knowledge sharing in their organizations. Our study suggests that elements of structure and people, when organization face either planned or unplanned change, are critical for successful knowledge sharing by making the interactive connections with other components of change. Originality/value The contributions of this study is that it provides an integrative review in selected journals of knowledge sharing in terms of organizational change. By examining how knowledge sharing studies have addressed the four change factors and multi component changes, this study explains one change in knowledge sharing leads to multi-component changes. Additional contribution is that it makes connections between knowledge sharing and organizational change.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-03T11:10:30Z
      DOI: 10.1108/EJTD-06-2015-0042
  • Development of Managers’ Emotional Competencies: Mind-Body Training
    • Authors: Dusan Gruicic, Stephen Benton
      First page: 798
      Abstract: European Journal of Training and Development, Volume 39, Issue 9, November 2015.
      Purpose To research the effect of a Mind-Body training on the development of emotional competencies of managers. Design/methodology/approach Quasi experimental design, i.e. before and after (test-retest). Findings Results showed that the experimental group, after training, achieved around 15% higher scores compared to results before training on all three subscales of an emotional skills and competence questionnaire (ESCQ-45), a statistically significant improvement in scores. The control group (no training) scores showed no significant difference. This result indicates support for the view that emotional intelligence (EI) may be treated as a competency and is responsive to training programmes. Research limitations/implications Emotional competencies are still a contested concept. The participants may provide socially desirable responses because of the self-assessment questionnaires. The sample is not a representative sample of European managers, hence there is a limited generalisability of the results. Practical implications These research findings indicate Mind-Body training is a practical method for people to improve the management of their emotions, and hence impact positively on core organisational activities. Originality/value This is the first research on this Mind-Body training (Emotional relief technique) in an 8 week programme in a management context. The findings indicate the positive impact that can be achieved on emotional competencies scores from this method of self-development.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-03T11:10:29Z
      DOI: 10.1108/EJTD-04-2015-0026
  • A career success model for academics at Malaysian Research Universities
    • Authors: Al-Mansor Abu Said, Roziah Mohd Rasdi, Bahaman Abu Samah, Abu Daud Silong, Suzaimah Sulaiman
      First page: 815
      Abstract: European Journal of Training and Development, Volume 39, Issue 9, November 2015.
      Purpose The purpose of this paper is to develop a career success model for academics at the Malaysian research universities. Design/methodology/approach Self-administered and online surveys were employed for data collection among 325 academics from Malaysian research universities Findings Based on the analysis of structural equation modelling, the proposed model explained 48% of the variance of academics’ career success. Specifically, the result shows that there are positive significant effect between organizational support, extraversion personality, person-job fit and academics’ career success. A full mediation effect of proactive behavior was established on the relationship between organizational support and career success. Overall, the results confirmed that the proposed model succinctly explains career success among academics in Malaysian research universities. Research limitations/implications We present a career success model for academics at Malaysian Research Universities. The study represents an important extension of previous research of which it tested the applicability of the career success theories and identified the key factors related to career success of academics based on the context of Malaysian research universities. Most current career success studies were conducted in the context of the Western culture or developed countries; therefore, the results based on the Malaysian sample provide strong evidence of cross-cultural comparability of the career success construct and model. Practical implications The findings provide implications to both individuals and HRD practitioners on career success among academics. Practical interventions are suggested to assist individuals and organizations towards achieving career success. This study sheds some light on the effective management of the academics. Originality/value We propose a model of academics’ career success based on the context of Malaysian research universities.
      Citation: European Journal of Training and Development
      PubDate: 2015-11-03T11:10:25Z
      DOI: 10.1108/EJTD-03-2015-0022
  • Human Resource Development as we know it: speeches that have shaped the
    • Pages: 836 - 838
      Abstract: European Journal of Training and Development, Volume 39, Issue 9, Page 836-838, November 2015.

      Citation: European Journal of Training and Development
      PubDate: 2015-12-07T01:11:51Z
      DOI: 10.1108/EJTD-09-2015-0074
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