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Edited by Rowena Barrett and Susan Mayson
Chapter 22: Training and Development: Practices, Definitions and Desires
22 Training and development: practices, deﬁnitions and desires Scott Taylor Introduction As this collection makes clear, research into the intersection of human resource management (HRM) and entrepreneurship is increasing rapidly in volume and variety. The aim of this chapter is to draw together selected evidence and key theory developed in one of the four key tasks of HRM: the provision and management of training and development. As a research ﬁeld, I suggest that two areas of activity are clearly identiﬁable: ﬁrst, the management of training and development in ‘entrepreneurial’ ﬁrms; and second, the provision of training and development to encourage entrepreneurial activity. In reviewing two papers that provide exemplary contributions to these areas, I further suggest that we have a considerable amount of evidence relating to managerial/employee practices in entrepreneurial organizations and on policy interventions to train entrepreneurs, but that little progress has been made in understanding any causal conﬁgurations within this aspect of HRM and entrepreneurship (a key stated aim of much of the work in this area). In the ﬁnal section of the chapter potential future research directions are purposed that might address this issue through theory development and clearer deﬁnition of the phenomenon being studied. This approach contrasts with calls to collect ever more data on managerial practices or policy initiatives (such as Curran and Storey, 2002). While it is important to understand managerial perspectives and the impact of expensive public policy interventions, it is also crucial that we examine what goes on...
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