Researching human resource development: emergence of a critical approach to HRD enquiry

International Journal of Training and Development

Volumn 10, Issue 1, 2006, Pages 17-29

  Valentin, Claire ^a  

^a UNIVERSITY OF EDINBURGH   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 55049119969     PISSN: 13603736     EISSN: 14682419     Source Type: Journal    
DOI: 10.1111/j.1468-2419.2006.00244.x     Document Type: Article

References (47)

1. Alvesson, M. and Deetz, S. (1999), ‘Critical Theory and Postmodernism: Approaches of Organizational Studies’, in R. S. Clegg and C. Hardy (eds), Studying Organization: Theory and Method (London: Thousand Oaks and New Delhi: Sage Publications), pp. 191–217.
2. Alvesson, M. and Deetz, S. (2000), Doing Critical Management Research (London: Thousand Oaks and New Delhi: Sage Publications).
3. Alvesson, M. and Skoldberg, K. (2000), Reflexive Methodology: New Vistas for Qualitative Research (London: Thousand Oaks and New Delhi: Sage Publications).
4. Alvesson, M. and Willmott, H. (eds) (2003), Studying Management Critically (London: Thousand Oaks and New Delhi: Sage Publications).
5. Barratt, E. (2003), ‘Foucault, HRM and the ethos of the critical management scholar’, Journal of Management Studies, 40, 5, 1069–87.
6. Burawoy, M. (1979), Manufacturing Consent (Berkeley: University of California Press).
7. Burgoyne, J. and Jackson, B. (1997), ‘The Arena Thesis: Management Development as a Pluralistic Meeting Point’, in J. Burgoyne and M. Reynolds (eds), Management Learning: Integrating Perspectives in Theory and Practice (London: Thousand Oaks and New Delhi: Sage Publications), pp. 54 –70.
8. Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organisational Analysis (London: Heinemann).
9. Clarke, M. (1999), ‘Management development as a game of meaningless outcomes’, Human Resource Management Journal, 9, 2, 38–49.
10. Clarke, T. and Clegg, S. (2000) Changing Paradigms: The Transformation of Management Knowledge for the 21st Century (Glasgow: HarperCollins Business).
11. Clegg, S. (1999), ‘Globalizing the intelligent organization: learning organizations, smart workers, (not so) clever countries and the sociological imagination’, Management Learning, 30, 3, 260–82.
12. Cohen, L. and Manion, L. (1994), Research Methods in Education, 4th edn (London and New York: Routledge).
13. Coopey, J. (1995), ‘The learning organization, power, politics and ideology’, Management Learning, 26, 2, 192–214.
14. Dale, M. (1994), ‘Learning Organizations’, in C. Mabey and P. Iles (eds), Managing Learning (London: Routledge), pp. 22–33.
15. Deetz, S. (1998), ‘Discursive Formations, Strategised Subordination and Self-Surveillance’, in A. McKinlay and K. Starkey (eds), Foucault, Management and Organization Theory (London: Thousand Oaks and New Delhi: Sage Publications), pp. 151–72.
16. Deetz, S. (2003), ‘Disciplinary Power, Conflict Suppression and Human Resource Management’, in M. Alvesson and H. Willmott (eds), Studying Management Critically (London: Thousand Oaks and New Delhi: Sage Publications), pp. 23 – 45.
17. Edmonstone, J. (1990), ‘What Price the Learning Organisation in the Public Sector?’, in M. Pedler, J. Burgoyne, T. Boydell and G. Welshman (eds), Self-Development in Organisations (London: McGraw-Hill), pp. 252–79.
18. Fenwick, T. J. (2003), ‘Emancipatory potential of action learning: a critical analysis’, Journal of Organizational Change Management, 16, 6, 619–32.
19. Fenwick, T. (2004), ‘Towards a critical HRD in theory and practice’, Adult Education Quarterly, 54, 3, 193–209.
20. Foley, G. (2000), ‘A Framework for Understanding Adult Learning and Education’, in G. Foley (ed.), Understanding Adult Education and Training, 2nd edn (St. Leonards, NSW: Allen and Unwin), pp. 7–22.
21. Forester, J. (2003), ‘On Fieldwork in a Habermasian Way’, in M. Alvesson and H. Willmott (eds), Studying Management Critically (London: Thousand Oaks and New Delhi: Sage Publications), pp. 46–65.
22. Foucault, M. (1977), ‘Power/Knowledge’, in S. Seidman (ed.), The Postmodern Turn: New Perspectives on Social Theory (Cambridge: Cambridge University Press), pp. 29– 45.
23. Garrick, J. and Rhodes, C. (1998), ‘Deconstructing organizational learning: the possibilities for a postmodern epistemology of practice’, Studies in the Education of Adults, 30, 2, 172–84.
24. Gee, J. P., Hull, G. and Lankshear, C. (1996), The New Work Order: Behind the Language of the New Capitalism (St. Leonards, NSW: Allen and Unwin).
25. Gherardi, S. (1999), ‘Learning as problem driven or learning in the face of mystery’, Organization Studies, 20, 1, 101–24.
26. Green, S. D. (2002), ‘The human resource management implications for lean construction: critical perspectives and conceptual chasms’, Journal of Construction Research, 3, 1, 147–66.
27. Grice, S. and Humphries, M. (1997), ‘Critical management studies in postmodernity: oxymorons in outer space?’, Journal of Organizational Change Management, 10, 5, 412–25.
28. Habermas, J. (1971), Knowledge and Human Interest (Boston: Beacon Press).
29. Hamblett, J., Holden, R. and Thursfield, D. (2002), ‘The Tools of Freedom and the Sources of Indignity’, in J. McGoldrick, J. Stewart and S. Watson (eds), Understanding Human Resource Management: A Research-Based Approach (London and New York: Routledge), pp. 65–92.
30. Hancock, P. and Tyler, M. (2001), Work, Postmodernism and Organization: A Critical Introduction (London: Thousand Oaks and New Delhi: Sage Publications).
31. Harley, B. and Hardy, C. (2004), ‘Firing blanks? An analysis of discursive struggle in HRM’, Journal of Management Studies, 41, 3, 377– 400.
32. Howell, S. L., Carter, V. K. and Schied, F. M. (2002), ‘Gender and women's experience at work: a critical and feminist perspective on human resource development’, Adult Education Quarterly, 52, 2, 112–27.
33. Johnson, P. and Duberley, J. (2000), Understanding Management Research (London: Thousand Oaks and New Delhi: Sage Publications).
34. Lankshear, C. (1997), Changing Literacies (Buckingham and Philadelphia, PA: Open University Press).
35. Legge, C. (1998), ‘Is HRM Ethical? Can HRM be Ethical?’in M. Parker (ed.), Ethics and Organizations (London: Thousand Oaks and New Delhi: Sage Publications), pp. 150 –72.
36. Lyotard, J-F. (1984), The Postmodern Condition (Minneapolis, MN: University of Minnesota Press).
37. Management Learning: the journal for managerial and organizational learning (2005), (London, Thousand Oaks and New Delhi: Sage Publications).
38. McGoldrick, J., Stewart, J. and Watson, S. (2002), ‘Researching HRD – philosophy, process and practice’, in J. McGoldrick, J. Stewart and S. Watson (eds), Understanding Human Resource Management: A Research-Based Approach (London and New York: Routledge), pp. 1–17.
39. Palmer, I. and Hardy, C. (2000), Thinking about Management (London: Thousand Oaks and New Delhi: Sage Publications).
40. Porter, R. (2000), Enlightenment: Britain and the Creation of the Modern World (London: Penguin Books).
41. Remenyi, D., Williams, B., Money, A. and Swartz, E. (1998), Doing Research in Business and Management (London: Thousand Oaks and New Delhi: Sage Publications).
42. Rorty, R. (1994), ‘Method, Social Science, and Social Hope’, in S. Seidman (ed.), The Postmodern Turn: New Perspectives on Social Theory (Cambridge: Cambridge University Press), pp. 46–64.
43. Seidman, S. (ed.) (1994), The Postmodern Turn: New Perspectives on Social Theory (Cambridge: Cambridge University Press).
44. Townley, B. (1994), Reframing Human Resource Management: Power, Ethics and the Subject at Work (London: Thousand Oaks and New Delhi: Sage Publications).
45. Trehan, K. (2004), ‘Who is not sleeping with whom? What's not being talked about in HRD?’, Journal of European Industrial Training, 28, 1, 23–38.
46. Waterman, R. H. Jr., Waterman, J. A. and Collard, B. A. (1994), ‘Towards a career-resilient workforce’, Harvard Business Review, 72, 4, 87–96.
47. Willmott, H. (1995), ‘What has been happening in organization theory and does it matter?’, Personnel Review, 24, 8, 33–53.