Corporate universities: a catalyst for strategic human resource development?

Abstract

Purpose

The purpose of this paper is to consider the extent to which the concept of the corporate university is emerging as a simple re‐labelling of the functional training area or a key strategic platform in developing organisational competitive advantage.

Design/methodology/approach

A case study approach was taken to provide an in‐depth understanding of the development of a corporate university. Interviews with key informants and background/archival information was used to explore the focus of the corporate university. A typology developed by Taylor and Paton in 2001, was used to analyse the role and integration of the corporate university within the case study organisation.

Findings

The research indicates that the development of the corporate university within the case study organisation has focused resources to strategically develop their human capital and is clearly linked to the strategic objectives of the organisation to enhance competitive advantage.

Research limitations/implications

The research was exploratory and whilst indicating a link between the corporate university and the organisation's objectives, this was a single case study. The limitations of single case study analysis prohibit generalisability. More research is needed to identify trends developing across industry sectors. From this a more detailed review of the impact of corporate universities can be made.

Originality/value

This is the first research into the strategic development of corporate universities in Australia. As such, it provides insight into the development of the phenomena in an advanced market economy. The initial findings indicate strategic development of the corporate university to support and enhance the organisations focus and competitive advantage.

Citation

Holland, P. and Pyman, A. (2006), "Corporate universities: a catalyst for strategic human resource development?", Journal of European Industrial Training, Vol. 30 No. 1, pp. 19-31. https://doi.org/10.1108/03090590610643851