Strategic Human Resource Development Book

	Introduction	vii
	Acknowledgments	x
Part 1	Strategy Making as Learning: Positioning the Role of HRD in Strategic Management	1
Chapter 1	Defining the Scope of Human Resource Development Practice	2
Chapter 2	Strategy, Tactics, and Operational Effectiveness	26
Chapter 3	Strategy Making as Learning	48
Chapter 4	The Role of HRD Leadership in the Organization	66
Chapter 5	Strategic Positioning and Human Resource Development	84
Part 2	Putting HRD into Practice	103
Chapter 6	Theoretical Foundations of HRD Practice	104
Chapter 7	Designing Learning Opportunities	140
Chapter 8	Web-Based Learning	174
Chapter 9	Assessing the Effectiveness of HRD Interventions	182
Chapter 10	Linking Learning and Performance	224
Chapter 11	Future Directions for HRD Practice	242
Part 3	From Theory to Practice	253
	Cases	255
	Driving Performance Improvement by Hard-Wiring People to Core Business Processes: A Financial Services Firm Case Study	256
	Building an Informal Work-Based Learning Process in a Global Financial Investment Firm	262
	Driving Growth Through a Holistic Strategic Framework: A Telecommunications Company Case Study	266
	Chubb Global University: From Training ... to Learning ... to Business	274
	The Strategic Role of HRD/OD in Technology-Driven Projects: The Implementation of Global Pharmaceutical's HR--Employee Web-Portal	280
	Coactive Leadership Development: Fostering Transformative Learning Through Holistic Experiential Learning	288
	Glossary of Terms	293