Mind the gap : a comparative analysis of (in-)congruences in HRD role perception
Gespeichert in:
| Autor*in: |
Lundgren, Henriette [verfasserIn] Stewart, Jim - 1949- [verfasserIn] Kah, Sally [verfasserIn] Jones, Jenni [verfasserIn] Poell, Rob F. - 1968- [verfasserIn] Hamlin, Robert G. [verfasserIn] Scully-Russ, Ellen [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Human resource development international - London [u.a.] : Taylor & Francis, 1998, 27(2024), 4, Seite 501-525 |
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| Übergeordnetes Werk: |
volume:27 ; year:2024 ; number:4 ; pages:501-525 |
| Links: |
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| DOI / URN: |
10.1080/13678868.2023.2244711 |
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| Katalog-ID: |
1900986728 |
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| 982 | |2 26 |1 00 |x DE-206 |b Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. | ||
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10.1080/13678868.2023.2244711 doi (DE-627)1900986728 (DE-599)KXP1900986728 DE-627 ger DE-627 rda eng Lundgren, Henriette verfasserin aut Mind the gap a comparative analysis of (in-)congruences in HRD role perception Henriette Lundgren, Jim Stewart, Sally Kah, Jenni Jones, Rob F. Poell, Robert G. Hamlin and Ellen Scully-Russ 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier (in-)congruences (dpeaa)DE-206 business managers (dpeaa)DE-206 HRD practitioners (dpeaa)DE-206 role perception (dpeaa)DE-206 role theory (dpeaa)DE-206 strategic HRD (dpeaa)DE-206 Stewart, Jim 1949- verfasserin (DE-588)170470431 (DE-627)060565284 (DE-576)131355392 aut Kah, Sally verfasserin aut Jones, Jenni verfasserin (DE-588)1221682024 (DE-627)1739014251 aut Poell, Rob F. 1968- verfasserin (DE-588)173264026 (DE-627)698182510 (DE-576)13411292X aut Hamlin, Robert G. verfasserin aut Scully-Russ, Ellen verfasserin aut Enthalten in Human resource development international London [u.a.] : Taylor & Francis, 1998 27(2024), 4, Seite 501-525 Online-Ressource (DE-627)320606546 (DE-600)2020821-2 (DE-576)263253570 1469-8374 nnns volume:27 year:2024 number:4 pages:501-525 https://www.tandfonline.com/doi/pdf/10.1080/13678868.2023.2244711 Verlag lizenzpflichtig https://doi.org/10.1080/13678868.2023.2244711 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2024 4 501-525 26 01 0206 4574143312 x1z 03-09-24 26 00 DE-206 Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. |
| spelling |
10.1080/13678868.2023.2244711 doi (DE-627)1900986728 (DE-599)KXP1900986728 DE-627 ger DE-627 rda eng Lundgren, Henriette verfasserin aut Mind the gap a comparative analysis of (in-)congruences in HRD role perception Henriette Lundgren, Jim Stewart, Sally Kah, Jenni Jones, Rob F. Poell, Robert G. Hamlin and Ellen Scully-Russ 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier (in-)congruences (dpeaa)DE-206 business managers (dpeaa)DE-206 HRD practitioners (dpeaa)DE-206 role perception (dpeaa)DE-206 role theory (dpeaa)DE-206 strategic HRD (dpeaa)DE-206 Stewart, Jim 1949- verfasserin (DE-588)170470431 (DE-627)060565284 (DE-576)131355392 aut Kah, Sally verfasserin aut Jones, Jenni verfasserin (DE-588)1221682024 (DE-627)1739014251 aut Poell, Rob F. 1968- verfasserin (DE-588)173264026 (DE-627)698182510 (DE-576)13411292X aut Hamlin, Robert G. verfasserin aut Scully-Russ, Ellen verfasserin aut Enthalten in Human resource development international London [u.a.] : Taylor & Francis, 1998 27(2024), 4, Seite 501-525 Online-Ressource (DE-627)320606546 (DE-600)2020821-2 (DE-576)263253570 1469-8374 nnns volume:27 year:2024 number:4 pages:501-525 https://www.tandfonline.com/doi/pdf/10.1080/13678868.2023.2244711 Verlag lizenzpflichtig https://doi.org/10.1080/13678868.2023.2244711 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2024 4 501-525 26 01 0206 4574143312 x1z 03-09-24 26 00 DE-206 Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. |
| allfields_unstemmed |
10.1080/13678868.2023.2244711 doi (DE-627)1900986728 (DE-599)KXP1900986728 DE-627 ger DE-627 rda eng Lundgren, Henriette verfasserin aut Mind the gap a comparative analysis of (in-)congruences in HRD role perception Henriette Lundgren, Jim Stewart, Sally Kah, Jenni Jones, Rob F. Poell, Robert G. Hamlin and Ellen Scully-Russ 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier (in-)congruences (dpeaa)DE-206 business managers (dpeaa)DE-206 HRD practitioners (dpeaa)DE-206 role perception (dpeaa)DE-206 role theory (dpeaa)DE-206 strategic HRD (dpeaa)DE-206 Stewart, Jim 1949- verfasserin (DE-588)170470431 (DE-627)060565284 (DE-576)131355392 aut Kah, Sally verfasserin aut Jones, Jenni verfasserin (DE-588)1221682024 (DE-627)1739014251 aut Poell, Rob F. 1968- verfasserin (DE-588)173264026 (DE-627)698182510 (DE-576)13411292X aut Hamlin, Robert G. verfasserin aut Scully-Russ, Ellen verfasserin aut Enthalten in Human resource development international London [u.a.] : Taylor & Francis, 1998 27(2024), 4, Seite 501-525 Online-Ressource (DE-627)320606546 (DE-600)2020821-2 (DE-576)263253570 1469-8374 nnns volume:27 year:2024 number:4 pages:501-525 https://www.tandfonline.com/doi/pdf/10.1080/13678868.2023.2244711 Verlag lizenzpflichtig https://doi.org/10.1080/13678868.2023.2244711 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2024 4 501-525 26 01 0206 4574143312 x1z 03-09-24 26 00 DE-206 Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. |
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10.1080/13678868.2023.2244711 doi (DE-627)1900986728 (DE-599)KXP1900986728 DE-627 ger DE-627 rda eng Lundgren, Henriette verfasserin aut Mind the gap a comparative analysis of (in-)congruences in HRD role perception Henriette Lundgren, Jim Stewart, Sally Kah, Jenni Jones, Rob F. Poell, Robert G. Hamlin and Ellen Scully-Russ 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier (in-)congruences (dpeaa)DE-206 business managers (dpeaa)DE-206 HRD practitioners (dpeaa)DE-206 role perception (dpeaa)DE-206 role theory (dpeaa)DE-206 strategic HRD (dpeaa)DE-206 Stewart, Jim 1949- verfasserin (DE-588)170470431 (DE-627)060565284 (DE-576)131355392 aut Kah, Sally verfasserin aut Jones, Jenni verfasserin (DE-588)1221682024 (DE-627)1739014251 aut Poell, Rob F. 1968- verfasserin (DE-588)173264026 (DE-627)698182510 (DE-576)13411292X aut Hamlin, Robert G. verfasserin aut Scully-Russ, Ellen verfasserin aut Enthalten in Human resource development international London [u.a.] : Taylor & Francis, 1998 27(2024), 4, Seite 501-525 Online-Ressource (DE-627)320606546 (DE-600)2020821-2 (DE-576)263253570 1469-8374 nnns volume:27 year:2024 number:4 pages:501-525 https://www.tandfonline.com/doi/pdf/10.1080/13678868.2023.2244711 Verlag lizenzpflichtig https://doi.org/10.1080/13678868.2023.2244711 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2024 4 501-525 26 01 0206 4574143312 x1z 03-09-24 26 00 DE-206 Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. |
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26 00 DE-206 Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship Mind the gap a comparative analysis of (in-)congruences in HRD role perception Henriette Lundgren, Jim Stewart, Sally Kah, Jenni Jones, Rob F. Poell, Robert G. Hamlin and Ellen Scully-Russ (in-)congruences (dpeaa)DE-206 business managers (dpeaa)DE-206 HRD practitioners (dpeaa)DE-206 role perception (dpeaa)DE-206 role theory (dpeaa)DE-206 strategic HRD (dpeaa)DE-206 |
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4046</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4242</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4246</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4326</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">27</subfield><subfield code="j">2024</subfield><subfield code="e">4</subfield><subfield code="h">501-525</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4574143312</subfield><subfield code="y">x1z</subfield><subfield code="z">03-09-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD’s role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere ‘on the fence’, with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD’s strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship.</subfield></datafield></record></collection>
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