Alexandre Ardichvili is Professor and Hellervik Endowed Chair at the University of Minnesota, Past-President of the University Council for Workforce and Human Resource Education, and past editor-in-chief of Human Resource Development International. He holds Ph.D. in HRD and an MBA from the University of Minnesota and a doctorate in management from the Moscow State University. Address: Saint Paul, Minnesota, United States
When you have completed this chapter, you should be able to:
● explain the concepts of national h... more When you have completed this chapter, you should be able to: ● explain the concepts of national human resource development (NHRD) and NHRD strategy; ● describe the NHRD efforts of the four fastest-developing economies of the world: Brazil, Russia, India and China; ● compare NHRD strategies in the four BRICs and discuss the advantages and disadvantages of the different approaches adopted in these four countries.
Leadership & Organization Development Journal, 2008
Purpose – This study seeks to test the researchers' theory that a leadership development int... more Purpose – This study seeks to test the researchers' theory that a leadership development intervention called “leader assimilation” for newly appointed leaders and their subordinates will facilitate feedback-seeking and a leader-team dialogue which will accelerate leader/team learning, leader adaptation, and relationship building between the new leaders and their teams. Design/methodology/approach – Robert Yin's positivistic multiple case study research method was used. Four primary modes of data collection were used in each of the three cases: observation during the five steps of the intervention, documentation review after the intervention, a pre- and post-survey, and individual interviews with the leader and the leader's direct reports approximately seven days after the last phase of the intervention. Findings – The researchers found support for their theory from a leader and team perspective. The three leaders in the study experienced accelerated learning, adaptation, and they built relationships with their teams. The leaders' teams experienced new learning and they built relationships with their new leaders. Research limitations/implications – The generalizability of findings is limited by the number of cases studied and by industry, leader, and team variation across cases. Practical implications – The study provides supporting evidence for the importance and effectiveness of leader assimilations in helping new leaders learn, adapt quickly, and build relationships with their teams early in their transition. Originality/value – The study is one of the first to report on the outcomes of an early leadership development intervention to help new leaders transition from one leadership role to another.
The problem and the solution. Three Principles Psychology (TPP) is a psycho-educational approach ... more The problem and the solution. Three Principles Psychology (TPP) is a psycho-educational approach gaining increasing popularity among leadership development professionals. This article describes the principles underlying this approach and it reports results of a qualitative case study of TPP practitioners and business executives who have participated in related coaching and/or training. Based on the analysis of interview results from the case, the article discusses, among other things, the following issues: TPP's role in improving leadership effectiveness; major strengths and potential shortcomings of TPP as a leadership development approach; and attempts to implement TPP as an operating philosophy of organizations. The article concludes with recommendations for further research and human resource development (HRD) practice. It should be noted that through its earlier developmental stages Three Principles Psychology has also been known as Psychology of Mind, Neo-Cognitive Psychology, and Health Realization.
... Developing leaders: How winning companies keep on winning. MIT Sloan Management Review, 42(1)... more ... Developing leaders: How winning companies keep on winning. MIT Sloan Management Review, 42(1), 49-59. ... Authentic leadership: Development and validation of a theory-based measure. ... Hisresearch focuses on issues of organizational cul-ture and leadership. ...
The purpose of this study was to develop a model of leadership transition based on an integrative... more The purpose of this study was to develop a model of leadership transition based on an integrative review of literature. The article establishes a compelling case for focusing on leadership transitions as an area for study and leadership development practitioner intervention. The proposed model in this study identifies important success factors leading to a successful leader transition into an existing team. Specifically, the article discusses such success factors as managing first impressions, aligning expectations, recognizing stress, managing feedback seeking, building relationships, and using structured methods for leadership development. It is anticipated that this study will help leadership and organization development practitioners who work to develop leadership capacity better understand the potential consequences associated with ignoring factors affecting leader transitions. Furthermore, this study offers insights into success factors that practitioners can leverage in developing interventions to help leaders transition.
The problem and the solution.Virtual (online) communities of practice (VCoPs; when community memb... more The problem and the solution.Virtual (online) communities of practice (VCoPs; when community members share and cocreate knowledge in online discussions and other forms of knowledge exchange) are increasingly viewed as important vehicles of collective learning in the ...
The purpose of this study was to identify general characteristics attributed to ethical business ... more The purpose of this study was to identify general characteristics attributed to ethical business cultures by executives from a variety of industries. Our research identified five clusters of characteristics: Mission- and Values-Driven, Stakeholder Balance, Leadership Effectiveness, Process Integrity, and Long-term Perspective. We propose that these characteristics be used as a foundation of a comprehensive model that can be engaged to influence operational practices in creating and sustaining an ethical business culture.
ABSTRACT The problem and the solution. This article situates the topic of the meaning of work and... more ABSTRACT The problem and the solution. This article situates the topic of the meaning of work and working in the broader context of social science research and theory and develops a rationale for its importance for the theory and practice of human resource development. Some of the themes, anchoring the content of the following articles, are related to issues of levels of analysis in the research on meaning of working; the need for the integration of different disciplinary traditions (historical, sociological, psychological, economic); the dangers of assuming an overly individualistic position on the subject; the role of meaning of working research in understanding the issues of self-identity; and crises of meaning of working arising from unemployment, lay-offs, and growing poverty around the world.
This literature review identifies characteristics of ethical business cultures, describes factors... more This literature review identifies characteristics of ethical business cultures, describes factors, considered to be important in developing such cultures, describes current practices of developing ethical culture programs, and discusses the role of HRD in developing ethical business cultures. We argue that ethical thinking and behavior can be learned and internalized as a result of work-based interpretive interactions, and this learning process constitutes an important part of organizational learning. Therefore, to help the organization develop an ethical culture, HRD needs to play a key role in several interrelated activities which include: culture change efforts, focused on the creation of conditions, conducive to ethical behaviors; creation of a dynamic program of ethical training for employees on all levels of the organization; and development of up-to-date codes of ethics.
This study explored whether perceptions of organizational business ethics differ by hierarchical ... more This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees’ assessments were less positive, and mid-level managers’ assessments fell in the middle. Organizational size and respondents’ age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations’ ethical cultures, while managers’ and employees’ ratings tended to decrease with time.
This study focuses on comparison of perceptions of ethical business cultures in large business or... more This study focuses on comparison of perceptions of ethical business cultures in large business organizations from four largest emerging economies, commonly referred to as the BRICs (Brazil, Russia, India, and China), and from the US. The data were collected from more than 13,000 managers and employees of business organizations in five countries. The study found significant differences among BRIC countries, with respondents from India and Brazil providing more favorable assessments of ethical cultures of their organizations than respondents from China and Russia. Overall, highest mean scores were provided by respondents from India, the US, and Brazil. There were significant similarities in ratings between the US and Brazil.
When you have completed this chapter, you should be able to:
● explain the concepts of national h... more When you have completed this chapter, you should be able to: ● explain the concepts of national human resource development (NHRD) and NHRD strategy; ● describe the NHRD efforts of the four fastest-developing economies of the world: Brazil, Russia, India and China; ● compare NHRD strategies in the four BRICs and discuss the advantages and disadvantages of the different approaches adopted in these four countries.
Leadership & Organization Development Journal, 2008
Purpose – This study seeks to test the researchers' theory that a leadership development int... more Purpose – This study seeks to test the researchers' theory that a leadership development intervention called “leader assimilation” for newly appointed leaders and their subordinates will facilitate feedback-seeking and a leader-team dialogue which will accelerate leader/team learning, leader adaptation, and relationship building between the new leaders and their teams. Design/methodology/approach – Robert Yin's positivistic multiple case study research method was used. Four primary modes of data collection were used in each of the three cases: observation during the five steps of the intervention, documentation review after the intervention, a pre- and post-survey, and individual interviews with the leader and the leader's direct reports approximately seven days after the last phase of the intervention. Findings – The researchers found support for their theory from a leader and team perspective. The three leaders in the study experienced accelerated learning, adaptation, and they built relationships with their teams. The leaders' teams experienced new learning and they built relationships with their new leaders. Research limitations/implications – The generalizability of findings is limited by the number of cases studied and by industry, leader, and team variation across cases. Practical implications – The study provides supporting evidence for the importance and effectiveness of leader assimilations in helping new leaders learn, adapt quickly, and build relationships with their teams early in their transition. Originality/value – The study is one of the first to report on the outcomes of an early leadership development intervention to help new leaders transition from one leadership role to another.
The problem and the solution. Three Principles Psychology (TPP) is a psycho-educational approach ... more The problem and the solution. Three Principles Psychology (TPP) is a psycho-educational approach gaining increasing popularity among leadership development professionals. This article describes the principles underlying this approach and it reports results of a qualitative case study of TPP practitioners and business executives who have participated in related coaching and/or training. Based on the analysis of interview results from the case, the article discusses, among other things, the following issues: TPP's role in improving leadership effectiveness; major strengths and potential shortcomings of TPP as a leadership development approach; and attempts to implement TPP as an operating philosophy of organizations. The article concludes with recommendations for further research and human resource development (HRD) practice. It should be noted that through its earlier developmental stages Three Principles Psychology has also been known as Psychology of Mind, Neo-Cognitive Psychology, and Health Realization.
... Developing leaders: How winning companies keep on winning. MIT Sloan Management Review, 42(1)... more ... Developing leaders: How winning companies keep on winning. MIT Sloan Management Review, 42(1), 49-59. ... Authentic leadership: Development and validation of a theory-based measure. ... Hisresearch focuses on issues of organizational cul-ture and leadership. ...
The purpose of this study was to develop a model of leadership transition based on an integrative... more The purpose of this study was to develop a model of leadership transition based on an integrative review of literature. The article establishes a compelling case for focusing on leadership transitions as an area for study and leadership development practitioner intervention. The proposed model in this study identifies important success factors leading to a successful leader transition into an existing team. Specifically, the article discusses such success factors as managing first impressions, aligning expectations, recognizing stress, managing feedback seeking, building relationships, and using structured methods for leadership development. It is anticipated that this study will help leadership and organization development practitioners who work to develop leadership capacity better understand the potential consequences associated with ignoring factors affecting leader transitions. Furthermore, this study offers insights into success factors that practitioners can leverage in developing interventions to help leaders transition.
The problem and the solution.Virtual (online) communities of practice (VCoPs; when community memb... more The problem and the solution.Virtual (online) communities of practice (VCoPs; when community members share and cocreate knowledge in online discussions and other forms of knowledge exchange) are increasingly viewed as important vehicles of collective learning in the ...
The purpose of this study was to identify general characteristics attributed to ethical business ... more The purpose of this study was to identify general characteristics attributed to ethical business cultures by executives from a variety of industries. Our research identified five clusters of characteristics: Mission- and Values-Driven, Stakeholder Balance, Leadership Effectiveness, Process Integrity, and Long-term Perspective. We propose that these characteristics be used as a foundation of a comprehensive model that can be engaged to influence operational practices in creating and sustaining an ethical business culture.
ABSTRACT The problem and the solution. This article situates the topic of the meaning of work and... more ABSTRACT The problem and the solution. This article situates the topic of the meaning of work and working in the broader context of social science research and theory and develops a rationale for its importance for the theory and practice of human resource development. Some of the themes, anchoring the content of the following articles, are related to issues of levels of analysis in the research on meaning of working; the need for the integration of different disciplinary traditions (historical, sociological, psychological, economic); the dangers of assuming an overly individualistic position on the subject; the role of meaning of working research in understanding the issues of self-identity; and crises of meaning of working arising from unemployment, lay-offs, and growing poverty around the world.
This literature review identifies characteristics of ethical business cultures, describes factors... more This literature review identifies characteristics of ethical business cultures, describes factors, considered to be important in developing such cultures, describes current practices of developing ethical culture programs, and discusses the role of HRD in developing ethical business cultures. We argue that ethical thinking and behavior can be learned and internalized as a result of work-based interpretive interactions, and this learning process constitutes an important part of organizational learning. Therefore, to help the organization develop an ethical culture, HRD needs to play a key role in several interrelated activities which include: culture change efforts, focused on the creation of conditions, conducive to ethical behaviors; creation of a dynamic program of ethical training for employees on all levels of the organization; and development of up-to-date codes of ethics.
This study explored whether perceptions of organizational business ethics differ by hierarchical ... more This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees’ assessments were less positive, and mid-level managers’ assessments fell in the middle. Organizational size and respondents’ age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations’ ethical cultures, while managers’ and employees’ ratings tended to decrease with time.
This study focuses on comparison of perceptions of ethical business cultures in large business or... more This study focuses on comparison of perceptions of ethical business cultures in large business organizations from four largest emerging economies, commonly referred to as the BRICs (Brazil, Russia, India, and China), and from the US. The data were collected from more than 13,000 managers and employees of business organizations in five countries. The study found significant differences among BRIC countries, with respondents from India and Brazil providing more favorable assessments of ethical cultures of their organizations than respondents from China and Russia. Overall, highest mean scores were provided by respondents from India, the US, and Brazil. There were significant similarities in ratings between the US and Brazil.
Uploads
Papers by Alexandre Ardichvili
● explain the concepts of national human resource development (NHRD) and NHRD strategy;
● describe the NHRD efforts of the four fastest-developing economies of the world: Brazil, Russia, India and China;
● compare NHRD strategies in the four BRICs and discuss the advantages and disadvantages of the different approaches adopted in these four countries.
● explain the concepts of national human resource development (NHRD) and NHRD strategy;
● describe the NHRD efforts of the four fastest-developing economies of the world: Brazil, Russia, India and China;
● compare NHRD strategies in the four BRICs and discuss the advantages and disadvantages of the different approaches adopted in these four countries.