Informed by virtual human resource development (VHRD), this chapter discusses informal and experiential aspects of doctoral leadership programs that dovetail scholarship and practice, as well as the question of transferring learning from the doctorate to the organizational context. The chapter includes discussion of leadership in practice, the relationship between virtual doctoral studies and such constructs as virtual teams, course design that incorporates experiential components, and maintains that empirical research in the doctoral program is a highly experiential learning encounter that transforms the individual leader and potentially transforms how organizations solve future problems.
Elisabeth E. Bennett and Margaret Gorman
Elisabeth E. Bennett and Rochell R. McWhorter
Virtual human resource development (VHRD) is a new area of inquiry and it is integral to international trade and transnational organizations. Increasingly, VHRD enables international HRD (IHRD) as globalization advances, although the extent to which it does depends upon technology access and navigating cross-cultural issues. This chapter discusses the intersection of VHRD with IHRD, introduces technology development from an IHRD perspective, and provides implications for practice and research. It offers perspective on various levels of culture associated with different types of HRD. Interwoven through this chapter are issues of knowledge, culture, learning, technical capacity, and the goals and boundaries of IHRD. It discusses new applications of technology, including artificial intelligence and the trend towards the Internet of Things. These movements continue to transform both the public sphere and workplace and, thus, alter strategies for IHRD. Implications include moving organizations from enterprise systems to ecosystems, promoting learning agility, and addressing ethical and practical challenges in technology access and sustainability.