The rapid development of technology and the consequent change in working practices require a dramatically different approach towards training and development in organisations than has traditionally been the case. A review of the literature reveals a negative attitude towards training and development in SMEs, with long-term strategy being substituted for short-term financial gain. Our results confirm this conjecture that the same holds true in Northern Ireland, which is witnessing rapid technological advancement. This article lays the foundations for a body of work which will provide greater insights into training and development needs in SMEs.
Bibliographical noteReference text: Abrahamson, E. and Rosenkopf, L. (1993),
``Institutional and competitive bandwagons:
using mathematical modelling as a tool to
explore innovation diffusion'', Academy of
Management Review, Vol. 18 No. 3, pp. 487-518.
Argyris, C. (1960), Understanding Organisational
Behaviour, Tavistock, London.
Boxall, P.F. (1992), ``Strategic HRM: beginning of a
new theoretical sophistication'', HRM
Journal, Vol. 2 No. 3, pp. 60-79.
Brewster, C. and Hegewisch, A. (1994), Policy and
Practice in European Human Resource
Management: The Price Waterhouse/Cranfield
Project, Routledge, London.
Chandler, A.D., Hagstrom, P. and Solvell, O.
(Eds), (1998), The Dynamic Firm: The Role of
Technology, Strategy, Organisation and
Regions, Oxford University Press, Oxford.
Dowling, P.J., Schuler, R. and Welsh, D.E. (1994),
International Dimensions of Human Resource
Management, Wadsworth, Belmont, CA.
Dyer, L. (1984), ``Studying HR strategy: an
approach and agenda'', Industrial Relations,
Vol. 23 No. 2, pp. 159-69.
Dyer, L. (1985), ``Strategic human resource
management and planning research'' in
Rowland, K. and Ferris, G. (Eds), Personnel
and HTM, 3rd ed., JAI Press, Greenwich, CT.
Fernadez, M. (1998), in ``Anonymous, who can I
trust? ± an interview with Manny
Fernandez'', Forbes, September.
Fraser, J., Fraser, N. and McDonald, F. (2000),
``The strategic challenge of electronic
commerce'', Supply Chain Management: An
International Journal, Vol. 5 No. 1, pp. 7-14.
Guest, D. (1987), ``Human resource management
and industrial relations'', Journal of
Management Studies, Vol. 24 No. 5,
September, pp. 503-22.
Hendry, C. and Pettigrew, A. (1986), ``The practice
of strategic human resource management'',
Personnel Review, Vol. 15 No. 5, pp. 3-8.
John, R., Letto-Gillies, G., Cox, H. and Grimwade, N.
(1997), Global Business Strategy, International
Thomson Business Press, London.
Keep, E. (1989), ``A training scandal'', in Sisson, K.
(Ed.), Personnel Management in Britain,
Blackwell, Oxford, pp. 177-202.
Miller, P. (1987), ``Strategic industrial relations
and human resource managementdistinction,
definition and recognition'',
Journal of Management Studies, Vol. 24 No. 4,
Peppard, J. (1993), IT Strategy for Business,
Pitman Publishing, London.
Porter, M. (1985), Competitive Strategy: Techniques
for Analysing Industries and Competitors, The
Free Press, New York, NY.
Purcell, J. (1989), ``The impact of corporate
strategy on human resources'', in Storey, J.
(Ed.), New Perspectives on Human Resource
Management, Routledge, London.
Salaman, G. (1992), Human Resource Strategies,
Watson, T. (1986), Management, Organisations
and Employment Strategy. New Directions
in Theory and Practice, Routledge,
Wilson, R.M.S. and Fook, N.Y.M. (1990),
``Improving marketing orientation'',
Marketing Business, No. 11, June, pp. 22-3.