for Journals by Title or ISSN
for Articles by Keywords
help

Publisher: Emerald   (Total: 335 journals)

 A  B  C  D  E  F  G  H  I  J  K  L  M  N  O  P  Q  R  S  T  U  V  W  X  Y  Z  

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 27)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 15, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 13, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 2)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 1, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 3, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 56, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 26)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 150, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 14)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 7, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 7, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 18, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 215)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 12, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 13, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 15, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 12, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 7, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 20, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 113, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 20, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 13, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 22, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 19, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 10, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 41, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 14, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 15, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 7, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 7, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 13, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 11, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 14, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 3, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 7, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 6, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 25, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 8, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 8, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 6)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 1, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 9)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 18)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 9, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 14, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 10, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 20, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 46, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal  
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 14, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 46, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 14, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 48)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 18, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 4, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 16, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 2, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 112, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 171, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 5, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 333, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 41, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 18, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 12)

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Journal Cover European Journal of Training and Development
  [SJR: 0.489]   [H-I: 23]   [9 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2046-9012
   Published by Emerald Homepage  [335 journals]
  • Promoting Protean Career through Employability Culture and Mentoring:
           Career Strategies as Moderator
    • Abstract: European Journal of Training and Development, Volume 41, Issue 3, April 2017.
      Purpose The purpose of this paper is to examine the effects of organizational-related variables and the moderating role of career strategies on protean career among employees. Design/methodology/approach Research data is gathered from a sample of 306 of employees in 18 Electrical and Electronics multinational corporations (MNCs) in Malaysia. Partial Least Squares Structural Equation Modelling (PLS-SEM) is employed to examine the influences of organizational-related factors and the moderating role of career strategies on protean career. Findings The results demonstrate that organizational-related variables, namely employability culture and mentoring are viewed as potential predictors of protean career. There is significant moderating effects of career strategies on the relationship between both employability culture and mentoring toward protean career among employees. Research limitations/implications This paper provides an empirical framework to explain protean career based on the review of career related literatures. Practical implications The findings provide implications to both organizations and HRD practitioners on new career trends of protean career. Practical interventions are suggested to assist individuals and organisations towards protean career development. Originality/value This paper offers new insight into the predicting factors of protean career and its moderating role on career strategies.
      Citation: European Journal of Training and Development
      PubDate: 2017-02-22T06:06:55Z
      DOI: 10.1108/EJTD-08-2016-0060
       
  • How Virtual Team Leaders Cope with Creativity Challenges
    • Abstract: European Journal of Training and Development, Volume 41, Issue 3, April 2017.
      Purpose As technology-mediated communication improves, many organizations increasingly use new types of collaborative online tools to promote team-based learning and performance. The purpose of this study is to explore how virtual team leaders cope with process challenges in developing a context for team creativity. Design/methodology/approach We interviewed nine leaders who have worked more than five years and managed virtual teams in different fields. Findings Our research uncovered distrust, personality differences, generational differences in views, scheduling issues, and technology difficulties as the top five inhibitors for virtual team creativity and success. We identified seven main strategies for developing virtual team creativity and success. We found that building “team norms” and guidelines to encourage positive interactions between team members can facilitate team creativity. In addition, a concept of trust-based open communication was identified as one of the important strategies when teams actively use technology-mediated communication tools. Practical implications Organizational practitioners can use the results of this study when developing knowledge to establish assessments regarding which employees possess the appropriate characteristics to lead virtual teams and implement virtual team training. Originality/value This study emphasizes the importance of technology in professional lives by showing how technology-mediated work leads to success in learning and producing creative ideas and performance in a virtual team environment.
      Citation: European Journal of Training and Development
      PubDate: 2017-02-22T06:06:54Z
      DOI: 10.1108/EJTD-10-2016-0073
       
  • ORGANIZATIONAL STRATEGIC LEARNING CAPABILITY: EXPLORING THE DIMENSIONS
    • Abstract: European Journal of Training and Development, Volume 41, Issue 3, April 2017.
      Purpose How to build and enhance the strategic learning capability of an organization becomes crucial to both research and practice. This study was designed to conceptualize strategic learning capability by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. Design/methodology/approach An instrument was developed to identify empirical dimensions of strategic learning capability. The reliability and validity of the instrument was tested. Findings The resulting survey instrument included fifty-nine items, and items were reduced to forty-nine after empirical test. Based on responses on a five-point performance scale, strategic learning capability items were identified and prioritized, and seven dimensions were discovered: (1) External Focus, (2) Strategic Dialogue, (3) Strategic Engagement, (4) Customer-Centric Strategy, (5) Disciplined Imagination, (6) Experiential Learning, and (7) Reflective Responsiveness. Originality/value The findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning, and strategic HRD. This study highlights conceptualization of strategic learning capability and importance of the strategic learning capability framework to the field of HRD.
      Citation: European Journal of Training and Development
      PubDate: 2017-02-22T06:06:53Z
      DOI: 10.1108/EJTD-08-2016-0061
       
  • A Test of Three Basic Assumptions of Situational Leadership II Model and
           Their Implications for HRD Practitioners
    • Abstract: European Journal of Training and Development, Volume 41, Issue 3, April 2017.
      Purpose Purpose- This study tested the following three assertions underlying the Situational Leadership® II Model: 1) All four leadership styles are received by followers, 2) All four leadership styles are needed by followers, and 3) If there is a fit between the leadership style a follower receives and needs, that follower will demonstrate favorable scores on outcome variables. Design/methodology/approach Design/methodology/approach- For assertions one and two, a proportional breakdown of the four leadership styles observed within a sample of working professionals is presented and discussed. Regarding assertion three, for ten outcome variables, multiple one-way ANOVAs tested mean differences between followers who experienced leadership style fit (i.e., a fit between received and needed style) and followers who did not experience fit (n= 573). Subscale scores from the Leader Action Profile (LAP), the Work Intentions Inventory (WII), the Positive and Negative Affect Scale (PANAS) and an adapted form of the Affective/Cognitive trust scale (McAllister, 1995) were used as study measures. Findings Findings-Three of the four leadership styles of the SLII framework were reported as frequently received. All four of the leadership styles were reported as needed. This study also found that follower-reported fit between one’s needed and received leadership style at work resulted in more favorable scores on nine of the ten employee outcomes, as compared to follower-reported misfit. Practical implications Practical implications-As HRD practitioners seek to educate and train their leaders on how to be more effective with their direct reports, this research provides evidence that all four styles are needed and received, although there were lower instances of reporting the S1 style to be needed or received. Also our findings demonstrated when followers view a fit exists between the leadership behaviors they need and the leadership behaviors they receive, greater positive job affect, lower negative job affect, increased cognitive and affective trust in the leader, and higher levels of favorable employee work intentions were evident. Originality/value Originality/Value- This paper builds on the resurgence of studies examining initiating structure and consideration as leader behaviors. This is one of very few recent studies that, by combining initiating structure and consideration, reinvestigates the four leadership styles established by past contingency theories. Specifically, we used the Situational Leadership ®II framework as a foundation for analysis. Overall, the study supports three of the major assumptions of the SLII framework.
      Citation: European Journal of Training and Development
      PubDate: 2017-02-22T06:06:40Z
      DOI: 10.1108/EJTD-05-2016-0035
       
  • Personality testing and workplace training: Exploring stakeholders,
           products and purpose in Western Europe
    • Abstract: European Journal of Training and Development, Volume 41, Issue 3, April 2017.
      Purpose The purpose of this research paper is to explore how and why personality tests are used in workplace training. The research is guided by three research questions that enquire about the role of external and internal stakeholders, psychometric and practical considerations in test selection and the purpose of personality test use in workplace training. Design/methodology/approach This research paper employs multiple-case study analysis. Interviews, test reports, product flyers and email correspondence were collected and analyzed from publishers, associations, psychologists and HRD practitioners in Germany, the UK and the Netherlands between 2012 and 2016. Findings Themes emerge around industry tensions between practitioners and professional associations, psychologists and non-psychologists. Ease of use is a more important factor than psychometrics in the decision-making process. Also, practitioners welcome publishers that offer free coaching support. In the process of using tests for development rather than assessment, re-labeling takes place when practitioners and publishers employ positive terms for personality tests as tools for personal stocktaking and development. Research limitations/implications Despite extensive data collection and analysis efforts, this study is limited by its focus on a relatively small number of country cases and stakeholders per case. Practical implications By combining scientific evidence with practical application, stakeholders can take first steps towards more evidence-based HRD practice around personality testing in workplace training. Originality/value Little academic literature exists on the use of personality testing in workplace training. Without a clear understanding of the use of personality testing outside personnel selection, the current practice of personality tests for developmental purposes could raise ethical concerns about the rights and responsibilities of test takers.
      Citation: European Journal of Training and Development
      PubDate: 2017-02-22T06:06:27Z
      DOI: 10.1108/EJTD-03-2016-0015
       
  • Human resource education in the Middle East region
    • First page: 102
      Abstract: European Journal of Training and Development, Volume 41, Issue 2, February 2017.
      Purpose The purpose is to provide an overview of human resource development (HRD) education in Middle Eastern (ME) countries. In particular, the authors discuss current state of HRD education, country readiness, and challenges that hinder HRD progress in ME countries. They argue that HRD programs need to prepare young employees for leadership roles through adapting constructivist pedagogy including problem solving, critical thinking, and creativity. Design/methodology/approach The design of this paper followed a qualitative approach.
      Authors conducted in-depth interviews with five HRD experts in ME countries, and conducted integrative literature review and secondary data analysis. Findings Data analysis provided an overview of HRD education, looked at options individuals interested in HRD education might have, provided views on constructivism vs. instructivism as education pedagogies, and discussed cultural factors that impede critical reflection in the workplace. Research limitations/implications In order to understand how to introduce constructivist elements to instructivist learning cultures, and to sustain it, HRD scholars in the ME need to diminish the misalignment between instructional philosophies of trainers, trainees and national or institutional systems. Practical implications Understanding how policy, resources, infrastructure, and culture influence learning expectations is vital to introducing innovative training activities or scaling them up to other workshops and systems. Originality/value This research sheds light on HRD education in the ME, provides an overview of employment challenges and opportunities to improve workplace learning, and provides scholars, practitioners, and other stakeholders interested in HRD with suggestions to develop successful workforce education.
      Citation: European Journal of Training and Development
      PubDate: 2017-01-04T12:34:01Z
      DOI: 10.1108/EJTD-06-2015-0040
       
  • Evaluation of training programs in Russian manufacturing companies
    • First page: 119
      Abstract: European Journal of Training and Development, Volume 41, Issue 2, February 2017.
      Purpose This study aims to examine the features of training evaluation process in Russian manufacturing companies. On the basis of three assumptions regarding the differences in group of employees involved in training, duration and costs of training program, the authors tried to find out the peculiarities of training evaluation tools and levels in Russian manufacturing companies. Design/methodology/approach The HR professionals from 24 Russian manufacturing companies completed author’s on-line questionnaire. Findings The results revealed that the respondents perceived training evaluation as highly important but their satisfaction level towards existing evaluation was low. The most significant training evaluation goal was recognized as raising the efficiency of training process and the most widely used training evaluation model was Kirkpatrick’s with focus on the reaction level. It was confirmed that training evaluation tools used in Russian manufacturing enterprises differed among the employee groups and different levels of training evaluation depended on duration and cost of training program. Originality/value This is the first study which focuses on current training evaluation processes and gaps in Russian manufacturing companies. The recommendations proposed by the authors could be used by HR team to improve training evaluation depending on employee group involved in training, duration and costs of training program.
      Citation: European Journal of Training and Development
      PubDate: 2017-01-04T12:33:59Z
      DOI: 10.1108/EJTD-10-2015-0084
       
  • Modelling knowledge sharing behaviour using self-efficacy as a mediator
    • First page: 144
      Abstract: European Journal of Training and Development, Volume 41, Issue 2, February 2017.
      Purpose The purpose of this research is to examine the direct and indirect relationships between individual-related factors and environmental-related factors with the knowledge sharing behaviour through the mediating role of self-efficacy among successful farmers in selected states in Malaysia. Design/methodology/approach The research employed survey method and included 241 participants from Johor, Negeri Sembilan and Selangor. The analysis was conducted using the Partial Least Square SEM (PLS-SEM) to achieve the research objectives. Findings The findings indicate that individual-related factors (e.g., enjoyment in helping others, training, and prior experience) and environmental-related factors (e.g., social support and trust) have significant influence on the knowledge-sharing behaviour. The results also reveal that self-efficacy mediates the relationships between prior experiences (individual-related factor), social support, trust (environmental-related factor) and the knowledge-sharing behaviour. Practical implications Agriculture officers should emphasize on farmers’ personal and social factors in order to encourage the knowledge-sharing behaviour among the agriculture communities of successful farmers. Originality/value The research yields a theoretical framework that outlines the potential of six key factors in explaining the knowledge-sharing behaviour among successful farmers. The factors can be considered in developing structured knowledge-sharing programs.
      Citation: European Journal of Training and Development
      PubDate: 2017-01-04T12:33:59Z
      DOI: 10.1108/EJTD-04-2016-0021
       
  • The impact of a learning organization on performance
    • Pages: 177 - 193
      Abstract: European Journal of Training and Development, Volume 41, Issue 2, Page 177-193, February 2017.
      Purpose The purpose of this study is to examine the relationships among a learning organization, knowledge and financial performance using the Dimensions of the Learning Organization Questionnaire and its abbreviated version. Design/methodology/approach This study used a secondary data set and performed second-order factor analysis and structural equation modeling for testing the proposed relationships. Findings The study found that a learning organization has a positive effect on knowledge performance; knowledge performance has a positive effect on financial performance; and knowledge performance fully mediates the relationship between a learning organization and financial performance. Research limitations/implications This study contributes to validating the current dimensionality of the theoretical framework of a learning organization proposed by Watkins and Marsick (1993, 1996) and offers a valid conceptual framework of the relationship among the learning culture and organizational performance dimensions. Practical implications This study re-stresses the significance of the learning and knowledge generated by the human resources of an organization and developed by human resource development practitioners. Originality/value This study is valuable to human resource development scholars and practitioners interested in improving and measuring organizational performance.
      Citation: European Journal of Training and Development
      PubDate: 2017-01-11T09:27:53Z
      DOI: 10.1108/EJTD-01-2016-0003
       
  • Broad influence: how women are changing the way American works
    • Pages: 194 - 195
      Abstract: European Journal of Training and Development, Volume 41, Issue 2, Page 194-195, February 2017.

      Citation: European Journal of Training and Development
      PubDate: 2017-01-11T09:28:08Z
      DOI: 10.1108/EJTD-08-2016-0059
       
  • Defining success in action learning: an international comparison
    • European Journal of Training and Development, <a href="http://www.emeraldinsight.com/toc/ejtd/41/2">Volume 41, Issue 2</a>, February 2017. <br/> Purpose The purpose of this study was to explore how the two groups of action learning experts (Korean and non-Korean experts) define success of action learning to see if there are any cultural differences. To this end, we conducted a total of 44 interviews with action learning experts around the world. Research questions guiding our inquiry included: (1) how do action learning experts around the world define the success of action learning? (2) Are there any cultural differences in action learning experts’ definitions of success? And (3) what do we learn from action learning experts’ definitions of success? Design/methodology/approach We approached willing participants first and then recruited more participants using a snowball sampling technique by requesting them to help us make contact with additional participants. Due to interview participants’ busy schedule at an international conference and work, individual interviews took approximately 30 minutes to complete using an interview protocol of 10 questions regarding the definitions of success in action learning. Findings To answer Research Question 1 (How do action learning experts around the world define the success of action learning?) and Research Question 2 (Are there any cultural differences in action learning experts’ definitions of success?), we analyzed interview data using a content analysis method. Analysis of interview participants’ narratives generated four themes including: definitions of success in action learning, the context where action learning is being practiced, challenges in action learning practice, and the comparison of action learning with other approaches. We compared and contrasted cultural differences in the review of non-Korean and Korean experts’ narratives. Research limitations/implications We presented four significant discussion agendas including: cultural differences, relationships between interview questions, typology of definitions of success, and comparing action learning with other approaches. Based on the discussion, we presented four propositions, three research questions, two methodological questions, and two more questions for cultural differences for future investigation. Practical implications To answer Research Question 3 (What do we learn from action learning experts’ definitions of success?), we provided at least three practical implications for action learning practitioners. Originality/value Previous studies, using research methods such as Delphi and surveys, have not captured a complete picture of t2017-01-11T09:26:29Z
      DOI: 10.1108/EJTD-04-2016-0023
       
 
 
JournalTOCs
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Email: journaltocs@hw.ac.uk
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
 
Home (Search)
Subjects A-Z
Publishers A-Z
Customise
APIs
Your IP address: 54.161.217.24
 
About JournalTOCs
API
Help
News (blog, publications)
JournalTOCs on Twitter   JournalTOCs on Facebook

JournalTOCs © 2009-2016