From imagination to application: Making the case for the general method of theory-building research in applied disciplines

Storberg-Walker, Julia

doi:10.1080/13678860600616420

Cited by 40 publications

(50 citation statements)

References 36 publications

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“…In this study, she identified the generic nature of the theory building and founded a common theory-building method that could be used in the applied disciplines. This approach was reviewed again by Storberg-Walker (2006), and the comprehensive multiparadigm perspective was further clarified.…”

Section: Block 1 (Foundations Of Theory Building)mentioning

confidence: 99%

Who is citing whom: Citation network analysis among HRD publications from 1990 to 2007

Jeung

Park

et al. 2009

Human Resource Dev Quarterly

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A citation network analysis among four journals in human resource development (HRD) A geographical position of a text in the citation network is highly associated with the topics (theory building or training transfer) and with the nature of the study (foundational or applied).Implications of the current study and suggestions for future study based on the limitations of the study are addressed. Nothing comes from nothing. ParmenidesDefining human resource development (HRD) and identifying the disciplinary and theoretical foundation of HRD have apparently been essential requirements for the HRD field (McGuire & Cseh, 2006). However, these

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Section: Block 1 (Foundations Of Theory Building)mentioning

confidence: 99%

Who is citing whom: Citation network analysis among HRD publications from 1990 to 2007

Jeung

Park

et al. 2009

Human Resource Dev Quarterly

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“…Lynham (2002) notes that the process of applied theory building can begin with any of the phases mentioned, and is less orderly than the model might suggest. (Lynham, 2002) While acknowledging that the General Method addresses the role of paradigms and advocates multi-paradigm research, it does not offer explicit steps for completing each phase (Storberg-Walker, 2006). The Diamond Model, however, does just this (see Figure 3).…”

Section: The Role Of Theory In Hrd Practicementioning

confidence: 99%

Spanning the HRD academic‐practitioner divide: bridging the gap through mode 2 research

Gray

Iles

Watson

2011

Journal of European Industrial Training

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In HRD, the relationship between theory (usually produced by academics) and practice (the domain, normally of practitioners), has been seen in dichotomous terms of theory versus practice, referred to in various ways such as: the research-practice gap; the implementation gap; the research-practice divide; and the theory-practice void. This gap is also typified by Mode 1 research, an approach which adopts the principles of 'normal science' and which generates results, the main beneficiaries of which are the academic community. Practitioners, however, need research that has a practical focus and which can be applied immediately. This article examines the nature of Mode 2 research, where knowledge is generated in the context of multistakeholder teams (academics and practitioners) that transcend the boundaries of traditional disciplines, working on problems to be found in working life. It is an approach that requires both academic rigour and practical relevance. The article presents and critically evaluates a number of examples of academic-practitioner partnerships in action in order to highlight both the potential and the challenges for the development of Mode 2 research. It also recommends strategies for the advancement of Mode 2 research, including getting academics to attune themselves more closely with the needs of practitioners, encouraging academics to write for practitioner journals, and the use of the kinds of research methodologies that can generate richer stories and cases that resonate with practitioner interests. IntroductionIn HRD, the relationship between theory (usually produced by academics) and practice (the domain, normally of practitioners), has been seen in dichotomous terms of theory versus practice, epitomised by HRD activities which remain relatively uninformed by sound theory (Swanson, 2001) and are still prone to fads and short term panaceas; for Short et al (2003: 241): 'The void is filled by the fads, which falsely offer panacea solutions and lead to the poor reputation of HRD in delivering real long-term benefits '. Short et al (2009:432) claim: 'instead of new professionals turning to models and theories from a body of understanding of what works and why, we see them turning to a fad-driven body of literature that can be best described as what sells'. A recent study by Iles et al (2010), using article publication counts from two different journal databases and employing institutional theory to analyse coercive, normative and mimetic isomorphism, has recently explored whether Talent Management is such a fad in HRD.

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“…Theory building, and accompanying theory-building research, has increasingly been a topic of interest in HRD (Torraco, 2004;Holton, 2003;Lynham, 2002aLynham, , 2002bStorberg-Walker, 2006), and calls have been made for increased visibility of and focus on crafting explicit connections between practice informed by theoretically based research (McGoldrick, Stewart, & Watson, 2001;Swanson, 1999). However, theory-building research as a form of inquiry is not yet fully integrated into the daily practices of the majority of HRD scholars.…”

Section: Mccarthy and Garavan's Msf Study As Theory-building Researchmentioning

confidence: 99%

Invited reaction to postfeedback development perceptions: Applying the theory of planned behavior

Storberg-Walker

2006

Human Resource Dev Quarterly

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In McCarthy and Garavan' s study, multisource feedback (MSF) is a management development intervention designed to improve individual and organizational performance. Their study sought to understand more about the factors that influence postfeedback development behavior. Their findings suggested that employee perceptions about the accuracy of the MSF, perceptions about the level of organizational support, and a demographic variable (employee age) combine to influence self-reported development behavior.This invited reaction provides comments on McCarthy and Garavan' s study by framing it within the larger context of HRD research and practice. First, the study is framed as an example of theory-building research, the topic of which is MSF. Second, the study is examined in terms of how it connects to practice. Each of these views seeks to build on McCarthy and Garavan' s work in an appreciative way while also exposing the inherent complexities (of applied theory-building research) and challenges (of practice) involved in HRD scholarship. Ultimately, the study is placed in a broader context of the emerging HRD theory-building research and praxis cycle.On doing so, it becomes clear that theory-building research in general, and this study in particular, is vulnerable to the needs and resources of organizations as places where research is conducted. Yet, it is imperative that we as HRD researchers overcome this vulnerability. Only by continuing the virtuous cycle of applied theory-building research (Lynham, 2002a)-meaning continual operationalization, confirmation or disconfirmation, application, and conceptual development-can we continue to generate accurate understandings of complex, multilevel, and emergent sociopolitical organizational phenomenon that has the potential to effect radical change. Without this cycle, we will

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From imagination to application: Making the case for the general method of theory-building research in applied disciplines

Cited by 40 publications

References 36 publications

Who is citing whom: Citation network analysis among HRD publications from 1990 to 2007

Who is citing whom: Citation network analysis among HRD publications from 1990 to 2007

Spanning the HRD academic‐practitioner divide: bridging the gap through mode 2 research

Invited reaction to postfeedback development perceptions: Applying the theory of planned behavior

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