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The cultural boundedness of theory and practice in HRD?

David McGuire (Government of Ireland scholar at the University of Limerick)
David O’Donnell (Chief Knowledge Officer (CKO) of the Intellectual Capital Research Institute, Limerick, Ireland)
Thomas N. Garavan (Senior Lecturer in Human Resource Development at the University of Limerick)
Sudhir K. Saha (Professor of Management at Memorial University, Canada)
Joe Murphy (MSC candidate at Centre for Labour Market Studies, University of Leicester, England)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 1 June 2002

2674

Abstract

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism‐relativism continuum.

Keywords

Citation

McGuire, D., O’Donnell, D., Garavan, T.N., Saha, S.K. and Murphy, J. (2002), "The cultural boundedness of theory and practice in HRD?", Cross Cultural Management: An International Journal, Vol. 9 No. 2, pp. 25-44. https://doi.org/10.1108/13527600210797389

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited

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