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An Integrated Approach to Management Development: A Framework for Practice and Research

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  • Vathsala M. Akuratiyagamage

Abstract

Human performance is instrumental in achieving organisational objectives; management development (MD) has been evident in organisations as an important tool to enhance individual and team performance. The organisational dimensions that influence MD operate in an integrated fashion and influence the way MD is perceived, how it is positioned, and how it is managed within the wider organisational context. This paper proposes that MD should be closely integrated with seven key dimensions; MD research should not only be concentrated on the MD component itself, but also on the relationships that it has with these dimensions. The implications of the proposed framework on theory and practice are also discussed.

Suggested Citation

  • Vathsala M. Akuratiyagamage, 2007. "An Integrated Approach to Management Development: A Framework for Practice and Research," Vision, , vol. 11(4), pages 1-11, October.
    • Handle: RePEc:sae:vision:v:11:y:2007:i:4:p:1-11
    DOI: 10.1177/097226290701100401
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    References listed on IDEAS

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    1. Marjorie A Lyles & Jane E Salk, 1996. "Knowledge Acquisition from Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(4), pages 877-903, December.
    2. Marjorie A Lyles & Jane E Salk, 1996. "Knowledge Acquisition from Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(5), pages 877-903, December.
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