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Publisher: Emerald   (Total: 312 journals)

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Showing 1 - 200 of 312 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 10)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 24)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 11, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 12, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, 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: 2, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 52, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 24)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 9, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 133, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 12)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 6, SJR: 0.215, h-index: 25)
Arts Marketing : An Intl. J.     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 Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 17, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 193)
Assembly Automation     Hybrid Journal   (Followers: 1, 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: 10, 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 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)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5)
Career Development Intl.     Hybrid Journal   (Followers: 14, 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: 3)
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)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 24, SJR: 0.277, h-index: 15)
Collection Building     Hybrid Journal   (Followers: 9, 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: 3)
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 Management An Intl. J.     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)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 18, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 103, 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)
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: 12, 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)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.13, h-index: 2)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 19, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 18, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 8, 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: 9, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 40, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 10, 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: 3, SJR: 0.14, h-index: 4)
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: 20)
Information Technology & People     Hybrid Journal   (Followers: 47, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 16, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 59, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 45, 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: 5, 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: 13, 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: 9, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 13, 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 Housing Markets and Analysis     Hybrid Journal   (Followers: 7, SJR: 0.201, 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: 7)
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: 5, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 8)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 9, 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: 17)
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: 13, 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: 8, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 5, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 18, 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: 5, 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 Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 10, SJR: 0.616, h-index: 29)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, 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: 13, SJR: 1.076, h-index: 57)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 4, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 13, 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: 44, 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: 13, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 46)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, 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: 7, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
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: 5, 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: 15, 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: 101, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 52)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 159, 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: 4, 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: 332, 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: 6)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 39, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal  
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 17, 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: 3, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 4)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 10)
J. of Indian Business Research     Hybrid Journal   (SJR: 0.184, h-index: 2)
J. of Information, Communication and Ethics in Society     Hybrid Journal   (Followers: 27, SJR: 0.209, h-index: 3)
J. of Integrated Care     Hybrid Journal   (Followers: 20, SJR: 0.286, h-index: 8)
J. of Intellectual Capital     Hybrid Journal   (Followers: 3, SJR: 0.726, h-index: 36)
J. of Intellectual Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 25, SJR: 0.321, h-index: 3)
J. of Intl. Education in Business     Hybrid Journal   (Followers: 2)
J. of Intl. Trade Law and Policy     Hybrid Journal   (Followers: 12, SJR: 0.158, h-index: 4)
J. of Investment Compliance     Hybrid Journal   (Followers: 2)
J. of Islamic Accounting and Business Research     Hybrid Journal   (Followers: 4)
J. of Islamic Marketing     Hybrid Journal   (Followers: 3, SJR: 0.465, h-index: 15)
J. of Knowledge Management     Hybrid Journal   (Followers: 103, SJR: 1.12, h-index: 49)
J. of Knowledge-based Innovation in China     Hybrid Journal   (Followers: 4)

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Journal Cover European Journal of Training and Development
  [SJR: 0.489]   [H-I: 23]   [8 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2046-9012
   Published by Emerald Homepage  [312 journals]
  • Guest Editorial The Quest for Scientific Discipline in HRD Research:
           Designs that Support Causal Inference
    • First page: 578
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose The purpose of this editorial is to introduce the special issue, “The Quest for Scientific Discipline in HRD Research: Designs that Support Causal Inference. Design/methodology/approach This special issue presents seven papers that consider human resource development (HRD) research though the lens of scientific rigor as well as techniques and considerations that researchers might use to strengthen claims of causality. Findings Based on the research reported in this special issue, it appears that the field of HRD is not necessarily distinct from educational research in the level of scientific rigor employed in studies as reported in a group of HRD journals. Originality/value The seven papers provide practical advice for researchers who wish to move their research up the hierarchy of evidence and conduct rigorous research that answers “what works” questions.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:08Z
      DOI: 10.1108/EJTD-07-2016-0056
  • The Status of Intervention Research in HRD: Assessment of an Applied
           Discipline and Potential for Advancement
    • First page: 583
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose To determine the quantity, nature and frequency of intervention research published in HRD journals Design/methodology/approach The methodology for this study was a literature review, analysis and synthesis with specific attention to locating intervention research in HRD journals. Findings Based on the results of this study, it seems clear that intervention research is not a fundamental research method for HRD professionals and is not being consistently conducted across the HRD field. This raises potential questions about the extent to which HRD professionals are integrating research and practice. The presence and conduct of intervention research applied to HRD-related problems may provide another means for practitioners and scholars to work together toward optimal, practical solutions with evidence to support them. Originality/value Creating a community of professionals whom assess and/or evaluate the effectiveness of the interventions and disseminate the information that lean toward causal claims is critical. Intervention research could represent a cultural shift for the HRD discipline because it lends weight to claims of causality and practical recommendations. Under these circumstances, HRD intervention research could “be used with confidence by HRD practitioners in order to inform, shape, or evaluate the content of their management and leadership training programs, including the training and development of coaching managers and coaching leaders.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:16Z
      DOI: 10.1108/EJTD-06-2015-0048
  • Contending claims to causality: A critical review of mediation research in
    • First page: 595
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose The primary purpose of this paper was to conduct a critical review of the mediation studies published in the field of HRD to discern if the study designs, the nature of data collection, and the choice of statistical methods justify the causal claims made in those studies. Design/methodology/approach This paper conducts a critical review of published refereed articles that examined mediation in Human Resource Development Quarterly (HRDQ), Human Resource Development International (HRDI), Advances in Developing Human Resources (ADHR), and European Journal of Training and Development (EJTD). Mediation studies published in these journals from 2000 to 2015 were identified and coded. The four journals sampled were chosen to provide breadth of coverage of the different types of empirical studies published in the field of HRD. Findings The review findings imply that HRD scholars are not employing experimental or longitudinal designs in their studies when randomized experiments and longitudinal studies with at least three waves of data collection are regarded as the golden standards of causal research. Further, the findings indicate that sophisticated statistical modeling approaches like SEM are widely used to examine mediation in cross-sectional studies and most importantly, a large number of such studies do not acknowledge that cross-sectional data does not allow definite causal claims. Research limitations/implications Although the findings urge us to rethink the inferences of mediation effects reported over the last 15 years in the field of HRD, this study also serves as a guide in thinking about framing and testing causal mediation models in future HRD research and even argues for a paradigm shift from a positivist orientation to critical and postmodern perspectives that can accommodate mixed methods designs for mediation research in HRD. Originality/value This paper presents a critical review of the trends in examining mediation models in the HRD discipline, suggests best practices for researchers examining the causal process of mediation and directs readers to recent methodological articles that have discussed causal issues in mediation studies.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:20Z
      DOI: 10.1108/EJTD-07-2015-0056
  • Regression Discontinuity Design: A Guide for Strengthening Causal
           Inference in HRD
    • First page: 615
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose Regression discontinuity (RD) design is a sophisticated quasi-experimental approach used for inferring causal relationships and estimating treatment effects. This paper aims to educate human resource development (HRD) researchers and practitioners on the implementation of RD design as an ethical alternative for making causal claims about training interventions. Design/methodology/approach In order to demonstrate the key features of RD designs, a simulated dataset was generated from actual pretest and posttest diversity training scores of 276 participants from three organizations in the United States. Parametric and non-parametric analyses were conducted and graphical presentations were produced. Findings This study found that RD design can be used for evaluating training interventions. The results of the simulated data set yielded statistically significant results for the treatment effects, showing a positive causal effect of the training intervention. The analyses found support for the use of RD models with retrospective training intervention data, eliminating ethical concerns from random group assignment. The results of the non-parametric model provided evidence of the plausibility of finding the right balance between precision of estimates and generalizable results, making it an alternative to experimental designs. Practical implications This study contributes to the HRD field by explicating the implementation of a sophisticated, statistical tool to strengthen causal claims, contributing to an evidence-based HRD approach to practice, and providing the R syntax for replicating the analyses contained herein. Originality/value Despite the growing number of scholarly articles being published in HRD journals, very few have used experimental or quasi-experimental design approaches. Therefore, a very limited amount of research has been devoted to uncovering causal relationships.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:18Z
      DOI: 10.1108/EJTD-07-2015-0057
  • Analyzing data from a pretest-posttest control group design: The
           importance of statistical assumptions
    • First page: 638
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose Among the gold standards in human resource development (HRD) research are studies that test theoretically developed hypotheses and employ experimental designs. A somewhat typical experimental design would involve collecting pretest and posttest data on individuals assigned to a control or experimental group. Data from such a design that considered if training made a difference in knowledge, skills or attitudes, for example, could help advance practice. Using simulated datasets, situated in the example of a scenario-planning intervention, we show that choosing a data analysis path that does not consider the associated assumptions can misrepresent findings and resulting conclusions. Our review of HRD articles in a select set of journals indicated that some researchers reporting on pretest-posttest designs with two groups were not reporting associated statistical assumptions and reported results from repeated measures ANOVA that are considered of minimal utility. Design/methodology/approach Using heuristic datasets, situated in the example of a scenario-planning intervention, we will show that choosing a data analysis path that does not consider the associated assumptions can misrepresent findings and resulting conclusions. Journals in the HRD field that conducted pretest-posttest control group designs were coded. Findings Our illustrations provide evidence for the importance of testing assumptions and the need for researchers to consider alternate analyses when assumptions fail, particularly the homogeneity of regression slopes assumption. Originality/value This article provides guidance to researchers faced with analyzing data from a pretest-posttest control group experimental design so that they may select the most parsimonious solution that honors the ecological validity of the data.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:23:55Z
      DOI: 10.1108/EJTD-08-2015-0066
  • Propensity Score Analysis: An Alternative Statistical Approach for HRD
    • First page: 660
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose This paper introduces matching in propensity score analysis (PSA) as an alternative statistical approach for researchers looking to make causal inferences using intact groups. Design/methodology/approach An illustrative example demonstrated the varying results of ANOVA, ANCOVA, and PSA on a heuristic dataset. The three approaches were compared by results and violations of statistical assumptions. Findings Through the illustrative example, it is demonstrated how different statistical approaches can produce varied results. Only PSA mitigated pre-existing group differences without violating the assumption of independence. Originality/value This paper attempts to answer calls in the literature for more robust statistical methodologies to better inform human resource development practice and theory.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:24Z
      DOI: 10.1108/EJTD-06-2015-0046
  • Nonexperimental Research: Strengths, Weaknesses and Issues of Precision
    • First page: 676
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose Nonexperimental research, defined as any kind of quantitative or qualitative research that is not an experiment, is the predominate kind of research design used in the social sciences. How to unambiguously and correctly present the results of nonexperimental research, however, remains decidedly unclear and possibly detrimental to applied disciplines like human resource development. To clarify issues about the accurate reporting and generalization of nonexperimental research results, information about the relative strength of research designs is presented, followed by the strengths and weaknesses of nonexperimental research. Further, some possible ways to more precisely report nonexperimental findings without using causal language are explored. Next, the researcher takes the position that the results of nonexperimental research can be employed cautiously, yet appropriately for making practice recommendations. Finally, some closing thoughts about nonexperimental research and the appropriate use of causal language are presented. Design/methodology/approach A review of the extant social science literature was consulted to inform this paper. Findings Nonexperimental research, when reported accurately, makes a tremendous contribution because it can be used for conducting research when experimentation is not feasible or desired. It can be used also to make tentative recommendations for practice. Originality/value This article presents useful means to more accurately report nonexperimental findings through avoiding causal language. Ways to link nonexperimental results to making practice recommendations are explored.
      Citation: European Journal of Training and Development
      PubDate: 2016-02-18T12:23:32Z
      DOI: 10.1108/EJTD-07-2015-0058
  • Opening the Black Box and Searching for Smoking Guns: Process Causality in
           Qualitative Research
    • First page: 691
      Abstract: European Journal of Training and Development, Volume 40, Issue 8/9, September 2016.
      Purpose The purpose of this article is to explore the role of qualitative research in causality, with particular emphasis on process causality. In one article, it is not possible to discuss all the issues of causality, but we aim to provide useful ways to think about causality and qualitative research. Specifically, we provide a brief overview of regularity theory of causation, discuss qualitative research characteristics, ontological and epistemological views that serve as a potential conceptual frame to resolve some tensions between quantitative and qualitative work, and explore causal processes. We offer a definition and model of process causality and then present findings from an exploratory study that advanced the discussion beyond the conceptual frame. Design/methodology/approach This article first conceptually frames process causality within qualitative research and then discusses results from an exploratory study that involved reviewing literature and interviewing expert researchers. The exploratory study conducted involved analyzing multiple years of literature in two top HRD journals and also exploratory expert interviews. The study was guided by the research question: How might qualitative research inform causal inferences in HRD? This study utilized a basic qualitative approach that sought insight through inductive analysis within the focus of this study. Findings The exploratory study found that triangulation, context, thick description, and process research questions are important elements of qualitative studies that can improve research that involves causal relationships. Specifically, depth of data collection and descriptive write-up that provides clues to cause and effect relationships that support or refute theory. Research limitations/implications A major conclusion of this study is that qualitative research plays a critical role in causal inference, albeit an understated one, when we take an enlarged philosophical view of causality. Equating causality to variance theory alone leaves causal process locked in the black box, whereas qualitative research opens up the processes locked inside the box. In addition, two techniques to develop logical thinking were described that would be useful in graduate programs in HRD. Originality/value This article reframed the discussion about causality to include both the logic of quantitative studies and qualitative studies to demonstrate a more holistic view of causality and to demonstrate the value of qualitative research for causal inference. We add process causality in qualitative research to the mix of techniques and theories found in the larger discussion of causality in HRD.
      Citation: European Journal of Training and Development
      PubDate: 2016-08-02T11:24:10Z
      DOI: 10.1108/EJTD-07-2015-0049
  • Promoting Self-Directed Learning in the Learning Organization: Tools and
    • First page: 470
      Abstract: European Journal of Training and Development, Volume 40, Issue 7, August 2016.
      Purpose The purpose of this paper is to examine a set of practices that can help promote self-directed learning (SDL) in congruence with the goals of developing and maintaining the learning organization. Design/methodology/approach Findings from this study were derived from an extensive review of the SDL and the learning organization literature as well as the body of research that examines the connections between the two constructs. Findings This paper identifies the following set of practices as integral to promoting SDL in the learning organization: (a) building and communicating a shared vision to employees at all levels; (b) fostering collaboration, interaction, and teamwork; (c) empowering employees through participatory work practices; (d) encouraging and providing opportunities for continuous learning; and (e) using relevant technologies in the workplace. Originality/value This paper addresses the paucity of research that investigates the connections between SDL and the learning organization and that specifically examines important practices vis-à-vis the two concepts.
      Citation: European Journal of Training and Development
      PubDate: 2016-07-20T11:49:06Z
      DOI: 10.1108/EJTD-10-2015-0076
    • First page: 490
      Abstract: European Journal of Training and Development, Volume 40, Issue 7, August 2016.
      Purpose When sophisticated talent selection processes such as gamification are used, training and development are essential to ensure that candidates can successfully navigate the talent assessment process. Gamification is the application of game elements to non-game activities through the adoption of gaming tools and little is known about how candidates (‘talent’) struggle to learn about the structural mechanics of gamification as they engage with the hidden rules of talent selection, such as goals, rules, ‘levelling up’, feedback and engagement in competitive-collaborative activities. We coin the term ‘talent development gamification’ and use it as an analytical tool to consider how young talent are supported by development interventions in their inter-subjectivity as they learn how to survive and win in talent selection games. Design/methodology/approach Studying hidden dynamics in development processes inherent in gamified talent selection is challenging, so a cult work of fiction, ‘Ender’s Game’, is examined to address the questions: ‘How do candidates in talent selection programmes learn to make sense of the structural mechanics of gamification’, ‘How does this make the hidden rules of talent selection explicit to them? and ‘What does this mean for talent development?’ Findings Talent development in selection gamification processes is illustrated through nuanced theoretical accounts of how a multiplicity of shifting and competing developmental learning opportunities are played out as a form of ‘double-consciousness’ by potential organizational talent in order for them to ‘win the selection game’. Research limitations/implications Using novels as an aid to understanding management and the organization of work is ontologically and epistemologically problematic. But analysing novels which are ‘good reads’ also has educational value and can produce new knowledge from its analysis. In exploring how ‘Characters are made to live dangerously, to face predicaments that, as readers, we experience as vicarious pleasure. We imagine, for example, how a particular character may react or, more importantly, what we would do in similar circumstances' (Knights & Willmott, 1999, p. 5). This future-oriented fictional narrative is both illustrative and provides an analogy to illuminate current organisational development challenges. Originality/value The term ‘talent development gamification in selection processes’ is coined to allow analysis and provide lessons for talent development practice in a little studied area. Our case study analysis identifies a number of areas for consideration by talent management/talent development specialists involved in developing talent assessment centres incorporating gamification. These include the importance of understanding and taking account of rites of passage through the assessment centre, in particular the role of liminal space, what talent development interventions might be of benefit, and the necessity of appreciating and managing talent in developing the skill of double consciousness in game simulations.
      Citation: European Journal of Training and Development
      PubDate: 2016-07-20T11:49:04Z
      DOI: 10.1108/EJTD-03-2016-0017
  • Exploring Talenting: Talent Management as a Collective Endeavour
    • First page: 513
      Abstract: European Journal of Training and Development, Volume 40, Issue 7, August 2016.
      Purpose We seek to show appreciation for the collective endeavour of work practices based on varying degrees of dependence, interdependence and mutuality between at least two people. Such dependencies have to be concerned with how talent is used and how this use is an interaction between people, a process we will call talenting. The aim of this paper is to provide a method to explore talenting. Design/methodology/approach The paper provides a brief overview of recent debates relating to Talent Management (TM). We argue that TM seldom pays attention to work practices where performance is frequently a collective endeavour. A mapping method is explained to identify work practices and obtain narrative data. We provide a case to explore talenting in West Yorkshire Police. Findings 12 examples are found and three are presented showing the value of various forms of dependency to achieve outcomes Research limitations/implications TM needs to move beyond employment practices to work practices. There is a need to close the gap between traditional TM employment practices, usually individually focused, and work practices which are most likely to require a collective endeavour. Practical implications There needs be ongoing appreciation of talenting to add to TM activities. Originality/value Probably the first enquiry of its kind.
      Citation: European Journal of Training and Development
      PubDate: 2016-07-20T11:48:57Z
      DOI: 10.1108/EJTD-11-2015-0091
  • GLOBE Study Culture Clusters: Can they be Found in Importance Ratings of
           Managerial Competencies?
    • First page: 534
      Abstract: European Journal of Training and Development, Volume 40, Issue 7, August 2016.
      Purpose The purpose of this study was to explore patterns of importance ratings of managerial competencies in 22 countries in different regions around the globe, to guide specificity in assessing and developing managers in multiple geographies. Additionally, this study examined the utility of clustering countries based on shared culture, as defined by House, Hanges, Javidan, Dorfman, and Gupta (2004), to determine whether such clustering aids in interpreting and acting on any differences identified. Design/methodology/approach The PROFILOR® for Managers, contains 135 behavioral items, grouped into 24 competency scales. The instrument was developed from a review of the management and psychology literatures, exhaustive analysis of a large database (Sevy, Olson, McGuire, Frazier, and Paajanen, 1985), job analysis questionnaires, and interviews of hundreds of managers representing many functional areas and most major industries. Findings Results suggest that clustering countries together for the purpose of providing prescriptive guidance for the development of individuals planning expatriate assignments does not clarify such guidance; in fact, it masks unique differences in competency priorities as measured on a country-by-country basis. Research limitations/implications The participants for this study come from mid- to large-size organizations in 22 countries around the world. The organizations represented sought out management consulting services from a large, highly respected private-sector consultancy. As such, these findings are likely to be generalizable to managers from similar organizations. No attempt has been made to generalize these findings to entrepreneurial start-ups, small local organizations, or organizations not inclined to seek western-style management consulting services. Originality/value This study is one of the first to examine the effectiveness of the GLOBE clusters as they relate to managerial competencies in multicultural workforces.
      Citation: European Journal of Training and Development
      PubDate: 2016-07-20T11:49:03Z
      DOI: 10.1108/EJTD-03-2016-0016
    • First page: 554
      Abstract: European Journal of Training and Development, Volume 40, Issue 7, August 2016.
      Purpose The primary objective of this study is to assess the predicting role of job characteristics on job performance. Dimensions in the job characteristics construct are skill variety, task identity, task significance, autonomy, and feedback. Further, work involvement is tested as a mediator in the hypothesized link. Design/methodology/approach A total of 256 public servants reported on their job characteristics and work involvement while supervisory-ratings were used to assess their level of job performance. SPSS version 14 and AMOS 16 were used for statistical analyses of the data. A hypothesized structural equation model was tested to examine both direct and indirect influence of job characteristics on job performance Findings The findings revealed that task significance and feedback significantly influence job performance and the relationships are mediated by work involvement. Skill variety, however, has a significant and direct influence on public servants’ job performance. Research limitations/implications The research results have provided support for the key theoretical propositions. Specifically, this study has managed to substantiate some empirical evidences in partial support of the Job Characteristics Theory. Practical implications As for practical implication, the significant and positive impact of skill variety, task significance, and feedback on job performance suggests the importance of these job characteristics dimensions in promoting high level of job performance among public servants. Originality/value This study aims to provide additional empirical evidence in support of the Job Characteristics Theory. The theoretical framework of this study managed to substantiate empirical evidence in partial support of the Job Characteristics Theory.
      Citation: European Journal of Training and Development
      PubDate: 2016-07-20T11:49:07Z
      DOI: 10.1108/EJTD-07-2015-0051
    • First page: 370
      Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This study examined the relationship between talent development environment (TDE) variables of job focus and long-term development and workplace adaptation (WA) of Malaysian professional returnees as mediated by the organisational support. Design/methodology/approach A total of 130 respondents who are Malaysian professional returnees participated in this study. The hypotheses formulated for this study were tested using partial least square-structural equation modelling (PLS-SEM) version 3. Findings The mediation analysis has revealed a significant relationship between job focus and long-term development on WA via organisational support. Six out of seven hypotheses were accepted. The finding also indicates that long-term development construct has a strong impact on WA of Malaysian professional returnees. Research limitations/implications This study focused only on professional returnees from selected sectors of the National Key Economic Areas in Malaysia. Practical implications The fact that organisational support mediated WA should be capitalised on by human resource development (HRD) practitioners in public and private sectors to assist professional returnees in their WA through the talent development approach specifically on job focus and long-term development. Originality/value The findings from this study extends the knowledge of WA in the context of professional returnees in a developing country, Malaysia. The integration between the selected TDE variables and WA with the mediating function of organisational support adds new insights into the process of WA.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:57Z
      DOI: 10.1108/EJTD-07-2015-0060
  • Critical Review on Power in Organization: Empowerment in Human Resource
    • First page: 390
      Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This study aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations, and suggest an empowerment model based on the type of organizational culture and the role of human resource development (HRD). Design/methodology/approach By reviewing the classic viewpoint of power, Lukes’ three-dimensional power, and Foucault’s disciplinary power, we discuss power and empowerment in organizational contexts. Findings Power in organizations can be conceptualized based on the classic view, Foucault and critical view and Lukes’ three-dimensional power. We found that true employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into (a) enhancing motivation and commitment in terms of psychological empowerment and (b) bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment. Practical implications HRD needs to critically assess the meaning of power in particular contexts (Morrell and Wilkinson, 2002) before planning and implementing specific training and development (T&D) interventions for performance improvement and/or organization development (OD) interventions for innovation. Originality/value This study attempts to review, analyze, and discuss issues regarding employee empowerment from human resource development (HRD) perspectives. Implications for the roles of HRD and the empowerment model are proposed.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:55Z
      DOI: 10.1108/EJTD-01-2016-0005
  • The Link between Training Satisfaction, Work Engagement and Turnover
    • First page: 407
      Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose The purpose of this paper is to examine the casual relationship between training satisfaction, work engagement, and turnover intention; and the mediating role of work engagement between training satisfaction and turnover intention. Design/methodology/approach Data was collected from 409 oil and gas professionals using an email survey questionnaire. Structural equation modelling, using AMOS 22.0, was performed to test the hypothesized model. Findings The results suggest that training satisfaction is significantly positively related to employees’ level of work engagement and is negatively related to turnover intention. The results also reveal that engagement mediates the relationship between training satisfaction and turnover intention. Practical implications Training has long been thought to play an important role in achieving positive attitudinal and behaviours outcomes among employees. This study reconfirms these ideas, and highlights the importance of training satisfaction as being key to achieving greater work engagement and reducing voluntary turnover. Therefore, the finding of this study have a number of implications for research and human resource development practitioners. Originality/value This study makes a significant theoretical contribution to the literature as this is the first study to demonstrate the significance of training satisfaction and the mediating effects of work engagement in reducing the turnover intention of employees.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:58Z
      DOI: 10.1108/EJTD-10-2015-0077
  • Implicit Assumptions in High Potentials Recruitment
    • First page: 430
      Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose HR professionals use different criteria in practice than they verbalize. Thus, the aim of this research was to identify the implicit criteria used for the selection of high-potential employees in recruitment and development settings in the pharmaceutical industry. Design/methodology/approach A semi-structured interview guide was developed and used to collect data from 15 European and U.S. recruiters in the pharmaceutical sector. The interview guide included an embedded association test to identify potential differences between implicit assumptions about high potentials and verbalized criteria among participants. Findings Findings include differences and similarities between the criteria to define high potentials and the implicit assumptions HR professionals use in their initial selection of employees who are selected for further assessment and development programs. Research limitations/implications Size of the sample is a limitation. Therefore, the conclusions drawn from this study should be treated with a degree of caution. Practical implications Learning how HR professionals use implicit assumptions about potential recruits should inform practitioners about selection, promotion, and training strategies. Given the increasing application of automated search algorithms to identify and select high potentials for recruitment, development and promotion purposes, future studies should account for the differences between used and verbalized criteria underlying the development of these systems. Originality/value This study shows how the used implicit assumptions of HR professionals about high potentials differ from verbalized statements and guidelines.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:55Z
      DOI: 10.1108/EJTD-01-2016-0002
  • Training and Developing Non-Irish Workers: The Perspectives of Interested
    • First page: 446
      Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This paper explores the challenges facing Irish organisations in the training and development of non-Irish workers. It analyses the importance of fluency in the host country‘s language and the approach taken by organisations in relation to language training. In-depth semi-structured interviews provide significant insights for the policies and practices of multiple stakeholders. Design/methodology/approach The empirical research comprised 33 in-depth interviews conducted with employers, employees, Trade Unions, and Regulatory bodies and an objective content analysis provided insights into the challenges Irish organisations face in the training and development of non-Irish workers. Findings The results indicate that Irish organisations are given little advice or support regarding the development of non-Irish workers. The study concludes that organisations should re-consider current approaches to cultural diversity training and development of these workers, prioritizing the provision of English language training for these workers. The study maintains that an understanding of cultural differences is a vital component in the training of this cohort of workers. Research limitations/implications Further research is required in this area. This could include an investigation into the levels of transfer of learning upon completion of training programmes for non-Irish workers, and an evaluation of the understanding of cultural learning styles among trainers Practical implications Learning and development initiatives are dependent on English language supports, which will ultimately be central to the successful training and development of non-Irish workers, and provision of affordable high-quality English language classes is crucial. An understanding of cultural differences, diversity, and inclusion is equally important if this cohort of workers is to thrive in an Irish working environment. Originality/value There has been a paucity of research on the issue of learning and development for migrant workers in an Irish context. This paper contributes to the discussion and provides guidelines for employers and opinions for Policy makers.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:56Z
      DOI: 10.1108/EJTD-12-2014-0080
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