Barriers and enablers to the adoption of HPT. Or, if we're so smart, why aren't we rich?

The career impact of management education from an average-ranked university

“…The acid test for their success is the longitudinal impact on the success of their graduates. Organizations should activate a multi-directional knowledge transmission system (Gayeski and Adams, 1999) while universities should ensure that the learning is a function of the activity, the context and the culture in which it occurs (Kelly and Moogan, 2012;Lave and Wenger, 1991). Management education programs should be able to assess where the learner is and customize the curriculum to correspond to the learner's level of knowledge.…”

When performance improvement efforts fizzle, stumble, or stall

“…As was recently reaffirmed in a review by Gayeski & Adams (1999), the path to the adoption of HPT as a discipline remains strewn with obstacles and barriers. Some of the organizations interviewed for that study had capsized into painful crisis modes before beginning the hard work of implementing a more sustainable, HPT-based philosophy.…”

Beyond level 4: Tying hpt to valuation of intangible assets

“…My team synthesized published research on this topic and conducted indepth interviews with representatives from eight organizations that had successfully implemented performance technology as an ongoing method and set of competencies. This study led to the publication of a research digest that identified major barriers and enablers to the adoption of HPT (Gayeski & Adams, 1999). A major issue that emerged consistently in our research was the language and influence gap between HPT professionals and the general business community.…”