Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation
This study by Meera Alagaraja and Toby Egan provides a case study of a Lean strategy implementation in which HRD was an integrated part of the process and offers a model that can give direction for both future research and strategic advocacy on behalf of HRD practice. The case is actually more a stu...
Gespeichert in:
Veröffentlicht in: | Human resource development quarterly 2013-03, Vol.24 (1), p.29-33 |
---|---|
Hauptverfasser: | , |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | 33 |
---|---|
container_issue | 1 |
container_start_page | 29 |
container_title | Human resource development quarterly |
container_volume | 24 |
creator | Yorks, Lyle Barto, Jody |
description | This study by Meera Alagaraja and Toby Egan provides a case study of a Lean strategy implementation in which HRD was an integrated part of the process and offers a model that can give direction for both future research and strategic advocacy on behalf of HRD practice. The case is actually more a study of the importance of cross‐functional and corporate‐SBU collaboration in implementing strategic business plans than of HRD per se. The HRD contribution is contextualized in the strategic implementation process. As such, it offers a comprehensive and contextualized perspective on the process through which the strategic aspirations of HRD can potentially be realized in practice. That said, there is a broader story that needs to be known in order to contextualize and further understand how the study fits into the broader discussion about SHRD. |
doi_str_mv | 10.1002/hrdq.21157 |
format | Article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_1318601188</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><ericid>EJ996713</ericid><sourcerecordid>2923346441</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4247-298df7cc8b29e35b554bb8a6dc2f8fb61d78eb5b77bdaafe4956b90a267494d13</originalsourceid><addsrcrecordid>eNp9kM9PwjAYhhejiYhePHto4s1k2K5d23kz_CYLRkQ5Nu32TYawQTdU_nuHE46e-iXv875NHse5JrhFMPbu5zbetDxCfHHiNIhPPZfggJ9WN2bMlRizc-eiKBYYY4oZbzjhMPtMS4jRBHRUpnn2gKZzQC-l1SW8pxF608stoDxBg0kHpRkKQWeHeIeGq_USVpCVet-9dM4SvSzg6u9tOq-97rQ9cMOn_rD9GLoR85hwvUDGiYgiabwAqG98nxkjNY8jL5GJ4SQWEoxvhDCx1gmwwOcmwNrjggUsJrTp3Na7a5tvtlCUapFvbVZ9qQglkmNCpKyou5qKbF4UFhK1tulK250iWO1tqb0t9Wurgm9qGGwaHcHuKAi4ILSKSR1_pUvY_TOkKk3Ph0m37qRFCd_HjrYfigsqfDUb95WQIzKedajq0R95fYQn</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1318601188</pqid></control><display><type>article</type><title>Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation</title><source>EBSCOhost Business Source Complete</source><source>Access via Wiley Online Library</source><creator>Yorks, Lyle ; Barto, Jody</creator><creatorcontrib>Yorks, Lyle ; Barto, Jody</creatorcontrib><description>This study by Meera Alagaraja and Toby Egan provides a case study of a Lean strategy implementation in which HRD was an integrated part of the process and offers a model that can give direction for both future research and strategic advocacy on behalf of HRD practice. The case is actually more a study of the importance of cross‐functional and corporate‐SBU collaboration in implementing strategic business plans than of HRD per se. The HRD contribution is contextualized in the strategic implementation process. As such, it offers a comprehensive and contextualized perspective on the process through which the strategic aspirations of HRD can potentially be realized in practice. That said, there is a broader story that needs to be known in order to contextualize and further understand how the study fits into the broader discussion about SHRD.</description><identifier>ISSN: 1044-8004</identifier><identifier>EISSN: 1532-1096</identifier><identifier>DOI: 10.1002/hrdq.21157</identifier><language>eng</language><publisher>San Francisco: Wiley Subscription Services, Inc., A Wiley Company</publisher><subject>Administrative Organization ; Business Administration ; Business plans ; Case Studies ; Collaboration ; Human resource management ; Labor Force Development ; Manufacturing ; Role ; Strategic business units ; Strategic Planning ; Studies</subject><ispartof>Human resource development quarterly, 2013-03, Vol.24 (1), p.29-33</ispartof><rights>Copyright © 2013 Wiley Periodicals, Inc.</rights><rights>Copyright Wiley Periodicals Inc. Spring 2013</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4247-298df7cc8b29e35b554bb8a6dc2f8fb61d78eb5b77bdaafe4956b90a267494d13</citedby><cites>FETCH-LOGICAL-c4247-298df7cc8b29e35b554bb8a6dc2f8fb61d78eb5b77bdaafe4956b90a267494d13</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1002%2Fhrdq.21157$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1002%2Fhrdq.21157$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,780,784,1417,27924,27925,45574,45575</link.rule.ids><backlink>$$Uhttp://eric.ed.gov/ERICWebPortal/detail?accno=EJ996713$$DView record in ERIC$$Hfree_for_read</backlink></links><search><creatorcontrib>Yorks, Lyle</creatorcontrib><creatorcontrib>Barto, Jody</creatorcontrib><title>Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation</title><title>Human resource development quarterly</title><addtitle>Human Resource Development Quarterly</addtitle><description>This study by Meera Alagaraja and Toby Egan provides a case study of a Lean strategy implementation in which HRD was an integrated part of the process and offers a model that can give direction for both future research and strategic advocacy on behalf of HRD practice. The case is actually more a study of the importance of cross‐functional and corporate‐SBU collaboration in implementing strategic business plans than of HRD per se. The HRD contribution is contextualized in the strategic implementation process. As such, it offers a comprehensive and contextualized perspective on the process through which the strategic aspirations of HRD can potentially be realized in practice. That said, there is a broader story that needs to be known in order to contextualize and further understand how the study fits into the broader discussion about SHRD.</description><subject>Administrative Organization</subject><subject>Business Administration</subject><subject>Business plans</subject><subject>Case Studies</subject><subject>Collaboration</subject><subject>Human resource management</subject><subject>Labor Force Development</subject><subject>Manufacturing</subject><subject>Role</subject><subject>Strategic business units</subject><subject>Strategic Planning</subject><subject>Studies</subject><issn>1044-8004</issn><issn>1532-1096</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2013</creationdate><recordtype>article</recordtype><recordid>eNp9kM9PwjAYhhejiYhePHto4s1k2K5d23kz_CYLRkQ5Nu32TYawQTdU_nuHE46e-iXv875NHse5JrhFMPbu5zbetDxCfHHiNIhPPZfggJ9WN2bMlRizc-eiKBYYY4oZbzjhMPtMS4jRBHRUpnn2gKZzQC-l1SW8pxF608stoDxBg0kHpRkKQWeHeIeGq_USVpCVet-9dM4SvSzg6u9tOq-97rQ9cMOn_rD9GLoR85hwvUDGiYgiabwAqG98nxkjNY8jL5GJ4SQWEoxvhDCx1gmwwOcmwNrjggUsJrTp3Na7a5tvtlCUapFvbVZ9qQglkmNCpKyou5qKbF4UFhK1tulK250iWO1tqb0t9Wurgm9qGGwaHcHuKAi4ILSKSR1_pUvY_TOkKk3Ph0m37qRFCd_HjrYfigsqfDUb95WQIzKedajq0R95fYQn</recordid><startdate>20130301</startdate><enddate>20130301</enddate><creator>Yorks, Lyle</creator><creator>Barto, Jody</creator><general>Wiley Subscription Services, Inc., A Wiley Company</general><general>Wiley Periodicals, Inc</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>7SW</scope><scope>BJH</scope><scope>BNH</scope><scope>BNI</scope><scope>BNJ</scope><scope>BNO</scope><scope>ERI</scope><scope>PET</scope><scope>REK</scope><scope>WWN</scope><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>20130301</creationdate><title>Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation</title><author>Yorks, Lyle ; Barto, Jody</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4247-298df7cc8b29e35b554bb8a6dc2f8fb61d78eb5b77bdaafe4956b90a267494d13</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2013</creationdate><topic>Administrative Organization</topic><topic>Business Administration</topic><topic>Business plans</topic><topic>Case Studies</topic><topic>Collaboration</topic><topic>Human resource management</topic><topic>Labor Force Development</topic><topic>Manufacturing</topic><topic>Role</topic><topic>Strategic business units</topic><topic>Strategic Planning</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Yorks, Lyle</creatorcontrib><creatorcontrib>Barto, Jody</creatorcontrib><collection>Istex</collection><collection>ERIC</collection><collection>ERIC (Ovid)</collection><collection>ERIC</collection><collection>ERIC</collection><collection>ERIC (Legacy Platform)</collection><collection>ERIC( SilverPlatter )</collection><collection>ERIC</collection><collection>ERIC PlusText (Legacy Platform)</collection><collection>Education Resources Information Center (ERIC)</collection><collection>ERIC</collection><collection>CrossRef</collection><jtitle>Human resource development quarterly</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Yorks, Lyle</au><au>Barto, Jody</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><ericid>EJ996713</ericid><atitle>Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation</atitle><jtitle>Human resource development quarterly</jtitle><addtitle>Human Resource Development Quarterly</addtitle><date>2013-03-01</date><risdate>2013</risdate><volume>24</volume><issue>1</issue><spage>29</spage><epage>33</epage><pages>29-33</pages><issn>1044-8004</issn><eissn>1532-1096</eissn><abstract>This study by Meera Alagaraja and Toby Egan provides a case study of a Lean strategy implementation in which HRD was an integrated part of the process and offers a model that can give direction for both future research and strategic advocacy on behalf of HRD practice. The case is actually more a study of the importance of cross‐functional and corporate‐SBU collaboration in implementing strategic business plans than of HRD per se. The HRD contribution is contextualized in the strategic implementation process. As such, it offers a comprehensive and contextualized perspective on the process through which the strategic aspirations of HRD can potentially be realized in practice. That said, there is a broader story that needs to be known in order to contextualize and further understand how the study fits into the broader discussion about SHRD.</abstract><cop>San Francisco</cop><pub>Wiley Subscription Services, Inc., A Wiley Company</pub><doi>10.1002/hrdq.21157</doi><tpages>5</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 1044-8004 |
ispartof | Human resource development quarterly, 2013-03, Vol.24 (1), p.29-33 |
issn | 1044-8004 1532-1096 |
language | eng |
recordid | cdi_proquest_journals_1318601188 |
source | EBSCOhost Business Source Complete; Access via Wiley Online Library |
subjects | Administrative Organization Business Administration Business plans Case Studies Collaboration Human resource management Labor Force Development Manufacturing Role Strategic business units Strategic Planning Studies |
title | Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-04T03%3A57%3A23IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Invited%20Reaction:%20The%20Strategic%20Value%20of%20HRD%20in%20Lean%20Strategy%20Implementation&rft.jtitle=Human%20resource%20development%20quarterly&rft.au=Yorks,%20Lyle&rft.date=2013-03-01&rft.volume=24&rft.issue=1&rft.spage=29&rft.epage=33&rft.pages=29-33&rft.issn=1044-8004&rft.eissn=1532-1096&rft_id=info:doi/10.1002/hrdq.21157&rft_dat=%3Cproquest_cross%3E2923346441%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1318601188&rft_id=info:pmid/&rft_ericid=EJ996713&rfr_iscdi=true |