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The purpose of this paper is to explore how branches of the USA military conduct leadership development of their members to build on existing knowledge of effective approaches. The military, often credited for its ability to develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training strategies presented may offer organization leaders new insight into enhancing current leadership development programs.

A review of accessible military doctrine in recent decades was conducted to determine leadership development methodology for possible transferability into industry.

The military’s diverse perspectives on service member leadership development offered insightful methods for application in commercial training. Four development strategies were identified and are discussed.

The purpose of the military is unique from non-military organizations and, as such, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further exploration of leadership development in the US military is required to better understand the impact of the training.

A review of existing literature revealed little evidence of examining the military’s approach to developing leaders, even though employers claim to hire veterans because of their leadership abilities. Each of the identified development components are distinguishable from traditional leadership programs and present readers a series of opportunities to consider.

There is a critical need to understand current talent development (TD) practices as well as developing a contemporary paradigm that will support a radically different future for TD. The purpose of this paper is to provide an overview of the existing literature on TD, explore the fundamental role of TD in organizations and identify gaps for future directions.

The paper reviews the literature on TD.

Following themes are identified in selected TD articles: varied TD definitions, theoretical perspective for investigating TD, TD practices and effects and implications on training and development. The literature review identifies two levels of TD practices: organizational level and individual level.

The field of TD is rapidly changing because of the accelerating integration of technology and information into daily work environment. There is a critical need to understand current TD practices as well as to develop a contemporary paradigm that will support a radically different future for TD. Scope and boundaries of TD need to be set, so that practitioners can apply the right practice at the right time.

The paper presents the conceptual boundaries of TD in the current existing literature and identifies the gaps.

Effective leadership has been the focus of much research in recent years, but leadership development is still understudied. Information technology (IT) continues to grow in importance due to the industries IT creates, the industries IT disrupts, and the potential IT holds for all companies. Because leadership is highly context bound, the purpose of this paper is to examine leadership development in the IT context to take first steps toward establishing best practices for IT leadership development.

This conceptual paper reviews leadership in general before performing an integrated literature review of leadership as it has been studied in the IT context. Then the paper presents three propositions regarding effective IT leadership development.

IT leadership development should involve formal mentoring, robust feedback that is integrated into the development plan, and should be treated as a core process for long-term success. Emergent and transformational leadership are important for IT.

It behooves IT departments to implement the leadership development programs proposed here because leadership has been identified as one of the most difficult skills to find in IT employees. The findings can inform training professionals exploring ways to improve the leadership capacity and leadership development in the IT units of their organizations.

The paper’s literature review uncovered no quantitative peer-reviewed research on leadership development in the IT context, suggesting an area of need for further empirical studies. Researchers and practitioners alike will benefit from a greater understanding of leadership development in IT.

Stakeholder theory (ST) argues that providing value to external stakeholders is the best way to ensure long-term business health. However, when the theory was formed, information technology (IT) played a small role in organizational operations and strategy. Although IT research recognizes stakeholders, the theoretical underpinnings of ST are rarely recognized within this context. The purpose of this paper is to remedy this issue by reviewing ST through the lens of technology adoption and training and presenting propositions for business alignment and organizational success.

This paper conducted a comprehensive literature review to examine all extant research at the intersection of ST, IT and information systems (IS). A total of 25 papers were retained, published between 1993 and 2016, using multiple sources for search.

Too little IT research has recognized the theoretical foundations of ST. These theoretical foundations have the potential to expand the focus of research and practice to recognize the wider impacts of technological developments. A total of six propositions are presented to highlight the need for a greater focus on external stakeholders throughout all stages of IS design, development and implementation to improve the performance of IT-related projects and IT-business units.

The paper addresses the research gap by integrating ST with IT and IS, providing theory-based recommendations to improve their functions within organizations. A review of all extant research at the intersection of these topics is provided.

The purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources generating data for HRA, as well as the impact of HRA on multiple levels in the organization.

A review of literature was conducted to present the existing body of knowledge and build upon for the development of an operational framework for successful implementation of HRA as a human resources (HR) process.

Building upon the existing literature, this paper presents an operational HRA framework, positioning HRA as an analytical process through integrating advanced statistical methodology. HRA presents a tool to obtain evidence-based analytical results for improving people-related performance, operational effectiveness, and ultimately the impact of the business strategy. By using HR big data, HRA impacts multiple organizational levels, from individual employees to HR functions and the organizational strategy.

While research on data analytics has recently flourished across various management fields, this has not been the case for the broader field of HR. This is especially a growing concern as the lack of understanding of the basics and fundamentals of people analytics in the field of HR may delay the effective implementation and operationalization of HRA and present additional barriers impacting on-going HR activities, as well as HR’s role as a strategic business partner. HR practice may greatly benefit from gaining an understanding of HRA and the multi-levels of impact it may have on the organization.

This paper explores various concepts related to HRA by examining terms such as “HR metrics” vs “HR” and “HR big data” vs “big data.” Furthermore, the comprehensive HRA operational framework presented in this paper provides HR professionals and researchers with a better understanding of HRA in the age of data analytics and artificial intelligence.

Given the growth of demand for companies’ engagement in socially responsible and ethical practices through corporate social responsibility (CSR), this paper aims to expand the literature on such efforts as currently presented in organizational communication, management, Human Resource Development (HRD) literature.

The authors synthesize the topic of CSR across these various disciplines with a focus on identifying gaps in the literature related to the training and development (T&D) based CSR-related activities. Thus, the authors provide implications for the training of CSR as called for by current literature because today’ corporations appear to lack the proper strategies in the understanding and implementation of such efforts.

The authors conclude by discussing the pragmatic considerations for this type of T&D and call for further discussion among scholars and professionals in facilitating future work on CSR in a training context.

Exploring CSR within the context of T&D presents critical capacities in enabling organizational CSR agenda across all units.

As new technologies such as immersive and augmented platforms emerge, training approaches are also transforming. The virtual reality (VR) platform provides a completely immersive learning experience for simulated training. Despite increased prevalence of these technologies, the extent literature is lagging behind in terms of evaluating and assessing such innovative training models. The purpose of this paper is to address this gap through exploring the traditional approaches of quantitative, qualitative and mixed methods as well as the cutting-edge biometric approach in the evaluation and assessment of the VR-based simulated training and discuss implications for simulated training based on immersive technologies.

Evaluation and assessment is one of the most critical components of training and development. Inaccurate or ineffective approaches to evaluate and assess training programs not only risk the successful attainment of training goals and outcomes, but they also harm trainees by misleading them about their training performances and experiences. This paper uses a review of existing literature to explore effective approaches for the evaluation and assessment of VR-based simulated training and conceptually discusses new capacities in capturing involuntary trainee reaction toward stimuli, in addition to traditional evaluation and assessment methods.

Immersive VR-based simulated training is uncharted territory for trainers and human resource development professionals. The findings indicate that existing approaches are still viable options for the evaluation and assessment of this new training technology. However, biometrics presents new frontiers in this arena through its capacity for obtaining trainee emotional responses to stimuli during training, as well as providing a venue free of personal bias and external influences in determining trainee perceptions.

This paper addresses an important gap in the field of training and development by studying the affordances of the latest biometric technology for evaluation and assessment in VR-based simulated training. The existing literature is very limited in its focus on immersive training technologies such as VR in general and evaluation and assessment in particular. The paper presents new insights to both researchers and practitioners in the field of training and development.

The purpose of this paper is to examine the existing literature related to organizational vision and discusses its potential implications for human resource development (HRD). Furthermore, the paper aims to provide a forum for debate on the utility and effectiveness of organizational vision and how it is related to HRD and strategic management.

Examination of the organizational vision literature revealed three commonly addressed themes: the visioning process; vision content selection; and vision implementation.

Implications of these findings for leadership and HRD are presented and include the role of HRD as a strategic partner in the visioning process and the role of leaders in advancing visioning efforts.

Goes some way to fulfilling the need for research in the area of organizational vision, particularly as it relates to leadership, motivation, strategy, and commitment.

Action research (AR) has been used in many social science fields as a practical problem‐solving method. What makes this paradigm unique and viable is that it allows research and practice to co‐exist and co‐work simultaneously in achieving organizational goals. The implementation of the AR paradigm in the field of training and development (T&D) is not common; thus, this paper provides methods and tools to utilize AR in T&D efforts and practice. In this paper, AR and T&D are overviewed, and the possible implications of AR for T&D, using the taxonomy of performance, are examined as an avenue for analysis.