<i>Human Resource Development Quarterly</i> and human resource development: Past, present, and future

Werner, Jon M.; Anderson, Valerie; Nimon, Kim

doi:10.1002/hrdq.21340

Cited by 6 publications

(7 citation statements)

References 15 publications

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“…In the previous studies, ethical leadership generally stressed integrity and honesty (Kuntz et al, 2013), and ethical leaders remained as honest, and principled decision-makers. Scholars categorized these features as the moral character of ethical leaders (Werner et al, 2019).…”

Section: Contingent Role Of Ethical Leadershipmentioning

confidence: 99%

Navigating Organizational Justice and Ethical Leadership: Empirical Evidence from Saudi Arabia

Alhaidani,

Halbusi,

Alharbi

et al. 2024

Sage Open

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Organizational justice is influenced by interpersonal relationships in the workplace. This study investigates the moderating role of ethical leadership on the relationship between justice dimensions (distributive justice, procedural justice, interpersonal justice, and informational justice) and employees’ ethical behavior. We identified a sample of 545 supervisor–subordinate dyads from the banking industry in Saudi Arabia and found that ethical leadership positively and significantly moderates the relationship between organizational justice and employees’ ethical behavior. Nevertheless, the interaction between interpersonal justice and ethical leadership was insignificant. Our findings show the important role played by managerial ethical leadership in increasing the positive impact of organizational justice dimensions on employees’ ethical behavior.

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Section: Contingent Role Of Ethical Leadershipmentioning

confidence: 99%

Navigating Organizational Justice and Ethical Leadership: Empirical Evidence from Saudi Arabia

Alhaidani,

Halbusi,

Alharbi

et al. 2024

Sage Open

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“…In a review of 198 qualitative studies in management between 1999 and 2008, Bluhm et al (2011) assessed the noticeable progress made in qualitative research in theoretical purpose (theory generation), research design (multiple data collection methods) and transparency of methods and analysis (higher standard of transparency). In Human Resource Development Quarterly ( HRDQ ), qualitative studies made up 38% of a total of 47 articles published 2016–2018, surpassing the usual dominance of quantitative articles in the journal (Werner et al , 2019).…”

Section: The Current State Of Qualitative Research In Hrdmentioning

confidence: 99%

Introduction: innovation in qualitative research in HRD

Cho

Grenier

Williams³

2022

EJTD

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Purpose The purpose of this paper is to offer a collection of articles that explore some of the many innovative approaches to qualitative inquiry and to challenge HRD scholars and practitioners to consider using innovative approaches in their work. In doing so, qualitative research in HRD can better capture and honour voices, experiences and meaning making of individuals, teams, organizations and communities. Design/methodology/approach Using Lê and Schmid’s (2022) definition of innovation in qualitative research, the authors selected four innovative approaches to qualitative research that have the potential to enhance HRD research and practice: use of multiple-case study designs in case study research in HRD, a new take on critical incident technique, a narrative approach of testimonio and a visual approach of participant photography. Findings Innovative approaches to qualitative research in this special issue include a review of case study research in HRD by Tkachenko et al., a new take on the familiar critical incident technique of Watkins et al., a narrative approach to testimonio by Salcedo et al. and a visual approach to participant photography by Hurtienne et al. The last article, by Grenier et al., addresses the implications of these articles to the field of HRD and points to additional directions for innovative qualitative approaches that can help to understand and create more inclusive, democratic and just organizations. Research limitations/implications The articles in this special issue are intended to spark a dialogue about the meaning of innovation in qualitative research in HRD. It also can serve as an impetus for considering how innovative approaches to qualitative research can better tackle questions that come from the new normal of the workplace, society and diverse contexts. Practical implications This special issue will give HRD scholars and practitioners a realistic, practical view on how innovation in qualitative research can help in exploring specific problems in the workplace. The articles will offer a glimpse into how specific social complex issues can be explored and addressed through innovative approaches, new and tried/modified, to qualitative inquiry. Originality/value Four articles introduce new and tried/modified qualitative methods, and their value is in prompting HRD scholars and practitioners to consider some of the innovative approaches in exploring, understanding and transforming the workplace. The final article is a review of more innovative qualitative approaches for HRD scholars and practitioners to understand complex organizational phenomena and promote positive and inclusive change accordingly.

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“…There is also an increased interest in qualitative research in the field. According to a review of Human Resource Development Quarterly between 2016–2018, the number of qualitative studies published (38.3%) slightly surpassed quantitative studies (31.9%), suggesting that the field has a more balanced influence from both quantitative and qualitative traditions in recent years (Werner et al, 2019). To continually move HRD research into “bold, critical, research inquiry” as Bierema (2020) suggested, this article introduces the concept of diffractive analysis (Barad, 2007) for data analysis to help us open up new possibilities in HRD research that are not possible through other analytical methods in qualitative research.…”

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confidence: 99%

Thinking Diffractively with Data in Human Resource Development

2022

Human Resource Development Review

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Despite growing numbers of qualitative research studies published in human resource development (HRD), there is a limited scope of qualitative methodologies applied. When it comes to qualitative data analysis, coding-based analysis is the go-to analytical method in HRD. This article introduces diffractive analysis, a concept for data analysis that encourages new ways to consider the entanglement between data, theories, researchers, and the researched. This paper introduces the philosophical foundation of diffractive analysis that challenges reflection as the prominent metaphor for inquiry in HRD research and practice. Examples from empirical studies are presented to illustrate how data and theory can be read diffractively into each other to produce different knowledge in HRD. The differences diffractive analysis can potentially make in HRD include engaging with research philosophically, analyzing data diffractively, developing a performative understanding of the field, and strengthening researcher-practitioner partnership.

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Human Resource Development Quarterly and human resource development: Past, present, and future

Cited by 6 publications

References 15 publications

Navigating Organizational Justice and Ethical Leadership: Empirical Evidence from Saudi Arabia

Navigating Organizational Justice and Ethical Leadership: Empirical Evidence from Saudi Arabia

Introduction: innovation in qualitative research in HRD

Thinking Diffractively with Data in Human Resource Development

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