Mapping Management Development Practice
基于组织人力资源开发负责人的大样本调查，提出一个理论框架，识别影响管理发展实践的关键变量，发现企业的人力资源管理背景决定了其采用的管理发展过程，培训量主要由优先级决定，而培训量又是感知成功的关键决定因素。
Research on management development has been characterized by broad surveys of training activity, in–depth analyses of development methods and, more occasionally, attempts to evaluate the impact of training investment. The result is a fragmentary picture of management development practice, providing incomplete insight into why certain policies and activities succeed or fail. Drawing upon a large sample of those responsible for human resource development in their organizations, this paper proposes a theoretical framework which attempts to identify the key variables in a more coherent and comprehensive manner. The HRM context of a firm is found to be highly responsible for the management development processes it adopts; the amount of training undertaken is largely determined by priority, and, in turn, amount is the key determinant of perceived success.