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Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation
Author(s) -
Yorks Lyle,
Barto Jody
Publication year - 2013
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21157
Subject(s) - process (computing) , process management , value (mathematics) , perspective (graphical) , business , strategic planning , strategic management , order (exchange) , knowledge management , management , sociology , computer science , marketing , economics , operating system , finance , machine learning , artificial intelligence
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.