Human Resource Development Review Framework Action Learning Research: A Systematic Review and Conceptual On behalf of: Academy of Human Resource Development can be found at: Human Resource Development Review Additional services and information for Citatio

Abstract Despite considerable interest in action learning, no systematic investigation of action learning literature has been reported. Two purposes of this study are (a) to systematically access and examine recent empirical studies on action learning and related themes using Garrard's Matrix Method for reviewing literature (the review of the literature covered an 8-year period from 2000 to 2007; 50 studies have been selected based on the search criteria) and (b) based on Revans's proposition regarding the need for a conceptual and practical balance between action and learning, to categorize empirical studies into action-oriented, learning-oriented, and balanced action learning. Studies selected from the systematic literature review process are highlighted, and Revans's balance issue and the quality of select studies are discussed. A conceptual framework for the future studies of action learning, key concluding themes, and the limitations of the study are also articulated. Keywords action learning, systematic literature review, human resource development No learning without action and no action without learning. -Reginald Revans (1998, p. 83) In response to our dynamic world of work, current organizational contexts often demand continuous employee learning and development. In many situations, a fundamental assumption is that organizational survival is dependent on learning keeping pace with or advancing beyond the rate of change exhibited in the external environmen

Conclusion: Learnings From Eight Country Studies on Women Entrepreneurs in Asia

Problem: Women entrepreneurs have been and will continue to play an important role in sustaining and advancing the economic development of Asian countries. It is in the best interest of the Asian countries and International HRD professionals to develop an in-depth understanding of this population so they can develop policies, strategies, and resources to support the development of women entrepreneurs. This special volume has revealed some of the motivation, challenges, and opportunities women entrepreneurs face in Asia. This can contribute to the understanding is this newly emerged phenomenon of growing women entrepreneurs in Asia. Solution: The growing of women entrepreneurs in Asia is a complex phenomenon. It requires the involvement of scholars and practitioners to study, understand, and theorize before meaningful solutions can be proposed that will have an overarching impact. This special volume by including a diversity of studies in eight different countries offers a glimpse into this newly emerged field of study. Human resource development initiatives and expertise are needed to provide a fighting chance for these women entrepreneurs to succeed. Stakeholders: Entrepreneurs, HRD scholars, and practitioners who are interested in entrepreneurship development, specifically the development of women entrepreneurs in the context of Asia

Women Entrepreneurs in Asia: Eight Country Studies

As the book titled The Future is Asian (Khanna, 2019) indicates, Asia is the fastestgrowing region in the world in terms of productivity, investment, technology, and innovation. However, gender inequality and underutilization of female talent are deeply rooted and widely spread in Asian countries (McKinsey Global Institute, 2018). The World Economic Forum’s (2018) gender gap report ranked China 103rd, India 108th, Indonesia 85th, Japan 110th, South Korea (Korea) 115th, Malaysia 101st, Thailand 73rd, and Vietnam 77th out of 149 countries in the combined evaluation of economic participation, educational attainment, health and survival, and political empowerment in terms of women’s status compared with that of male counterparts. Asia’s gender gap index is alarming because almost all countries, except the Philippines (8th), occupy low rankings in women’s status, despite the region’s rapid economic development potential

Action learning to develop inclusive leadership capability: lessons from South Korea and the U.K.

This session introduces the latest thinking on effective leadership development through experiences and lessons learnt from international action learning programmes. Following an introduction to the Revans model of action learning, emphasising work-based experiential learning and the mutually supportive network of the action learning set, there are two presentations on action learning: The South Korean Experience and Lessons from the Henley Leadership programmes. These are contrasting approaches to action learning that have both delivered valuable and interesting insights into the practicalities of developing leadership capability in todays’ organisations, facing diverse and complex challenges for inclusive leadership

Learning to Do Qualitative Data Analysis: A Starting Point

Given the vast and diverse qualitative analytic landscape, what might be a generative starting point for researchers who desire to learn how to produce quality qualitative analyses? This question is particularly relevant to researchers new to the field and mentors who regularly introduce students to qualitative research practices. In this article, we seek to offer what we view as a useful starting point for learning how to do qualitative analysis. We begin by discussing briefly the landscape of qualitative research methodologies and methods. To contextualize our suggestions, we review the qualitative analytic practices commonly used in HRD. Following this, we describe thematic analysis in detail, including why we believe it is a useful analytic approach to consider when first learning about qualitative analysis. We share seven common practices or considerations for carrying out a thematic analysis and conclude by highlighting key considerations for assuring quality when conducting a thematic analysis

A Woman CEO? You’d Better Think Twice! : Exploring Career Challenges of Women CEOs at Multinational Corporations in South Korea

Purpose – The purpose of this paper is to explore how multinational corporations’ (MNCs’) women leaders in South Korea (Korea) have overcome career challenges in the process of becoming CEOs. The two guiding questions for this study included: what career challenges have MNCs’ women leaders in Korea faced to become CEOs? How have they overcome their career challenges? Design/methodology/approach – The authors used a basic qualitative research design, the goal of which is to understand how people make sense of their lives and experiences. Qualitative data were collected by semi-structured interviews with 15 women CEOs at MNCs in Korea to capture their lived experiences (challenges and strategies) in their careers. The authors used NVivo 11, a qualitative data analysis software, to analyze the interview data. Findings – From data analysis, the authors identified five themes including: becoming a CEO, key success factors, MNC culture, career challenges and career development strategies. The authors found that in the process of becoming CEOs, 15 women leaders faced career challenges that are largely generated by traditional culture, work stress and work–life balance. The authors also found that the women leaders became CEOs through diverse on-the-job experiences (e.g. marketing and sales) and positions (e.g. managers, senior managers and regional directors) with organizational support (e.g. supervisor support). Research limitations/implications – Given research on organizational support for leadership, human resource practices and working conditions, this study’s findings have qualitatively confirmed the importance of organizational support for women CEOs’ career success. For theory building in women in leadership, the authors suggest that researchers investigate the complex process of becoming women CEOs, including their early experiences in their career in tandem with family background, organizational climate and national culture.Practical implications – The study findings on women CEOs’ career strategies can be used as a reference for women in the leadership pipeline who aspire to take leadership positions in organizations. A lack of role models or mentors for women leaders is one of the reasons why women give up on their career. Learning career strategies (e.g. global development programs, mentoring and networks) that women CEOs have employed to overcome their career challenges can help women in the leadership pipeline from their early career on. Originality/value – The authors found that both internal and external factors combined were instrumental in the women CEOs’ career success. What stood out from this study was that the women’s desirable personality attributes might not have materialized without the MNC culture that has been supportive for these women. The women CEOs shared their company’s values and philosophy that is based on gender equality, received supervisor support that is crucial for their career success, experienced diverse jobs and positions along the way and were recognized for their work ethic. Given research on women leaders conducted largely in western contexts, this qualitative study on the lived experiences of women CEOs in MNCs contributes to emerging non-western research by capturing the importance of culture that is uniquely Korean