 Add a catalyst to the solution: contextualising the nature of catalysts for a decisive HRD StrategyLorraine Cross, Piet Kommers International Journal of Human Resources Development and Management, 2002, vol. 2, issue 1/2, 187-204 Abstract: The catalytic agent, later called catalyst, in the view of the authors is a realistic type of employee whose characteristic role and contribution has so far hardly been documented in a HRD (Human Resource Development) perspective. We claim that the catalytic member of an enterprise can be compared with the similar role of the scientific catalyst, in the domain of paradigm shifts. This study aims to clarify typical characteristics of a catalyst which mark out a person as a potential candidate for leading a company's progress towards ICT (Information and Communication Technologies). These characteristics were selected from data collections via an electronic questionnaire. They helped to define an attributes profile. These profiles were elaborated into constructs, competencies and core competencies by a process of triangulation. Using this information a mental model and a grounded theory were developed. Keywords: Human Resource Development; catalyst; metaphor; learning styles; mental model; attributes; constructs; competencies; core competencies; triangulation; grounded theory; specific case; generic case. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:2:y:2002:i:1/2:p:187-204 Access Statistics for this article More articles in International Journal of Human Resources Development and Management from Inderscience Enterprises Ltd |
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