Putting the system back into training and firm performance research : a review and research agenda

Garavan, Thomas, McCarthy, Alma, Lai, Yanqing ORCID: https://orcid.org/0000-0001-9107-3464, Clark, Nicholas, Carberry, Ronan, Gubbins, Claire, Sheehan, Maura and Saunders, Mark (2021) Putting the system back into training and firm performance research : a review and research agenda. Human Resource Management Journal, 31 (4). pp. 870-903. ISSN 0954-5395

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Official URL: https://onlinelibrary.wiley.com/doi/10.1111/1748-8...

Abstract

Research investigating training and firm performance is currently at an inflection point; capable of recognising previous achievements but also having a focus on the future. Based on our review of 207 quantitative papers over a 40-year period, we find that the field has converged in terms of theory and methods. Important insights have been generated yet there is scope to better understand the complex, interrelated and dynamic nature of the relationship between training and firm performance. We propose that open systems theory (OST) provides the potential to move the field forward and encourage researchers to investigate interactions and linkages between training and performance components, the role of temporal dynamics in inputs and processes, reverse causality and to broaden conceptualisations of firm performance. We consider six principles of OST, highlight productive avenues for future research and identify methodological challenges and implications.

Item Type:	Article
Peer-reviewed:	Yes
Date Deposited:	05 Jan 2021 08:25
Publisher:	Wiley
Additional Information:	This is the peer reviewed version of the following article: Garavan, T. N., McCarthy, A., Lai, Y., Clarke, N., Carbery, R., Gubbins, C., Sheehan, M., & Saunders, M. N. K. (2021). Putting the system back into training and firm performance research: A review and research agenda. Human Resource Management Journal, 31( 4), 870– 903, which has been published in final form at https://doi.org/10.1111/1748-8583.12337. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
Divisions:	Faculties > Business and Law
Subject terms:	Social Sciences, Industrial Relations & Labor, Management, Business & Economics, firm performance, future research directions, open systems theory, training, HUMAN-RESOURCE MANAGEMENT, HRM PRACTICES, ORGANIZATIONAL PERFORMANCE, EMPLOYEE OUTCOMES, WORK PRACTICES, MEDIATING ROLE, JOB-PERFORMANCE, SERVICE QUALITY, MODERATING ROLE, IMPACT, 1503 Business and Management, 1701 Psychology, Industrial Relations
URI:	https://e-space.mmu.ac.uk/id/eprint/627060
DOI:	https://doi.org/10.1111/1748-8583.12337
ISSN	0954-5395
e-ISSN	1748-8583

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