Human resource development in construction organisations: an example of a 'chaordic' learning organisation?

Raidén, AB ORCID: https://orcid.org/0000-0001-7176-1139 and Dainty, ARJ, 2006. Human resource development in construction organisations: an example of a 'chaordic' learning organisation? The Learning Organization, 13 (1), pp. 63-79.

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Abstract

Purpose/ Methodology/Approach The concept of the Learning Organisation (LO) is associated with an advanced approach to Human Resource Development (HRD) characterised by an ethos of self-responsibility and self-development. The learning climate that this engenders is supported by temporary organisational structures responsive to environmental change. This paper presents case study research of the HRD strategy, policy and practice of a large UK-based construction contractor in relation to the concept of LO. Findings The analysis suggests that the organisational project-based structure and informal culture combine to form a ‘chaordic LO’. A ‘Chaordic enterprise’ comprises a complex organisation that operates in a non-linear dynamic environment. However, it appears that this approach has evolved unintentionally rather than as a result of targeted Strategic Human Resource Management (SHRM) policies, which in turn reflects a genuine commitment to advanced HRD. Originality/value of paper The findings render previous assertions that the industry fails to invest in its employees highly questionable. They suggest a need for further research to reveal how such approaches can be captured in replicate in the future.

Item Type:	Journal article
Publication Title:	The Learning Organization
Creators:	Raidén, A.B. and Dainty, A.R.J.
Publisher:	Emerald
Date:	2006
Volume:	13
Number:	1
Identifiers:	Number Type 10.1108/09696470610639130 DOI
Rights:	© 2006 Emerald Group Publishing Limited.
Divisions:	Schools > Nottingham Business School
Record created by:	EPrints Services
Date Added:	09 Oct 2015 10:22
Last Modified:	09 Jun 2017 13:27
URI:	https://irep.ntu.ac.uk/id/eprint/11827

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