The cultural boundedness of theory and practice in HRD

Bibliographic Data

ID20501429
AuthorsDavid McGuire (0000-0002-5597-6188, University of Limerick), David O’donnell (0000-0001-7562-5484), Thomas N Garavan (0000-0003-2696-7853, University of Limerick), Sudhir K Saha (Memorial University of Newfoundland), Joe Murphy (0000-0001-7874-9968, University of Leicester)
Year2002
Volume9
Issue2
Pages25-44
Publication date2002-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueCross Cultural Management An International Journal (JOURNAL)
Journal identifiersISSN: 1352-7606 • E-ISSN: 1758-6089
PublisherEmerald (PUBLISHER)
DOI10.1108/13527600210797389
OpenAlexW2160489291
LanguageEN
Citations received3
References cited59

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

Cultural relativism · Epistemology · Multinational corporation · Political science · Relativism · Sociology · Universalism · Communication · Conflict Management and Negotiation · Human Resource Development and Performance Evaluation · International Student and Expatriate Challenges · Law · Philosophy

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