This book examines human resource development (HRD) strategy as a learning process, connecting learning and adult development with organizational development and change, and talent development, with a particular focus on the use of artificial intelligence (AI). It provides professionals and practitioners as well as students with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice. HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. At the individual, developmental, and organizational levels, workers, managers, and executives have to be continually learning from current and emerging trends in order to strategically reposition themselves for performance and future possibilities. This includes developing the competencies to navigate the complexities of a world in which people are interacting with 'smart' digital technologies that are broadly grouped together under the umbrella term artificial intelligence (AI). Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.

Collaborative Inquiry in Practice is an invitation and guide for people interested in pursuing a more imaginative and holistic approach to human inquiry. The reader is guided step-by-step through the theory and practice of collaborative inquiry:

• the key ideas from pragmatism and phenomenological traditions;
• the relationship of collaborative inquiry with other action-oriented methods of inquiry;
• the conduct of collaborative inquiry, from forming a group to constructing knowledge

The authors demonstrate how effective collaborative inquiry demystifies research and makes learning more accessible. The guidance provided is equally relevant to professional and academic settings. 

This book examines human resource development (HRD) strategy as a learning process, connecting learning and adult development with organizational development and change, and talent development, with a particular focus on the use of artificial intelligence (AI). It provides professionals and practitioners as well as students with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice.   HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. At the individual, developmental, and organizational levels, workers, managers, and executives have to be continually learning from current and emerging trends in order to strategically reposition themselves for performance and future possibilities. This includes developing the competencies to navigate the complexities of a world in which people are interacting with ‘smart’ digital technologies that are broadly grouped together under the umbrella term artificial intelligence (AI).   Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.

During the past two decades, many organizations have sought to utilize a number of participative management techniques in order to both motivate their workforce and to make their operations more effective in terms of costs, quality, productivity, and customer service. This study examines one such technique that has gained widespread popularity: job enrichment or job redesign. Written for students and practitioners of human resource management and organizational development, the authors report on the experience with job enrichment and work restructuring in four firms and compare the experiences of two. Throughout, the authors focus particularly on the primary challenge confronted by job redesign advocates within the individual organization: how to diffuse the relevant concepts in such a way that they have a widespread and lasting impact on the performance of the organization.

Using detailed written documentation from the four companies as well as in-depth interviews, the authors describe how each company attempted to diffuse job redesign throughout the organization and identify the lessons for management that can be learned from each case. The reasons for the success or failure of diffusion in each company are examined in detail as are the particular steps taken by personnel within the organization. As the authors demonstrate, the successful spread of new management concepts throughout the organization requires skillful manipulation by internal advocates of the process. The most effective advocates, they argue, have detailed knowledge of the operations of an organization and use this knowledge to develop their innovations.

Successfully navigate the changing face of the CIO role Strategic Information Technology offers CIOs a handbook for engaging with the senior management conversations surrounding strategy. The CIO role is currently undergoing a massive transition from technology-focused expert to a more strategic mindset, and this book provides proven methods for taking your seat at the table. Lessons from high-performing CIOs and a wealth of leading-edge insight provide invaluable guidance for positioning technology as a strategic driver across the business, while a focus on building the necessary connections--for example, an alliance between IT and HR--provide a multimodal approach to navigating the transition. The evolution of the CIO's role involves more than simply technical knowledge; the new CIO must be an influencer, an engager, and just as adept at the soft skills that become increasingly crucial as you climb the management ladder. It's about changing mindsets, translating hard skills into strategic advantages, and demonstrating IT's value to the strategic decision making process. This book provides best practices, illustrative examples, and up-to-date perspective for CIOs wanting to: Position IT as a critical driver of overall strategy Build on functional expertise with strategic insight Learn from the stories of successful tech-to-strategy transformations Engage C-Suite peers in shaping the strategic conversation Not long ago, the CIO occupied a unique place in the C-Suite. Executive by title, CIOs have nevertheless been seen as predominantly the "chief tech expert" with little input into strategy, as IT has historically been regarded as a tool rather than a source of competitive advantage. The truth is becoming increasingly apparent, with companies around the world turning to technology in order to gain a competitive edge, and CIOs are beginning to claim their place in strategy discussions. Strategic Information Technology offers much needed guidance for a successful transformation.

Collaborative Inquiry in Practice is an invitation and guide for people interested in pursuing a more imaginative and holistic approach to human inquiry. The reader is guided step-by-step through the theory and practice of collaborative inquiry:

• the key ideas from pragmatism and phenomenological traditions;
• the relationship of collaborative inquiry with other action-oriented methods of inquiry;
• the conduct of collaborative inquiry, from forming a group to constructing knowledge

The authors demonstrate how effective collaborative inquiry demystifies research and makes learning more accessible. The guidance provided is equally relevant to professional and academic settings.