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The cultural boundedness of theory and practice in HRD?

McGuire, David; O�Donnell, David; Garavan, Thomas N.; Saha, Sudhir K.; Murphy, Joe

Authors

David O�Donnell

Thomas N. Garavan

Sudhir K. Saha

Joe Murphy



Abstract

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism‐relativism continuum.

Citation

McGuire, D., O’Donnell, D., Garavan, T. N., Saha, S. K., & Murphy, J. (2002). The cultural boundedness of theory and practice in HRD?. Cross Cultural Management: An International Journal, 9(2), 25-44. https://doi.org/10.1108/13527600210797389

Journal Article Type Article
Publication Date 2002-06
Deposit Date Aug 3, 2016
Journal Cross Cultural Management: An International Journal
Print ISSN 1352-7606
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 9
Issue 2
Pages 25-44
DOI https://doi.org/10.1108/13527600210797389
Keywords National cultures, Human resource management, Personnel policy
Public URL http://researchrepository.napier.ac.uk/Output/323808