Strategic training and development

Raymond A. Noe, Michael J. Tews

Research output: Chapter in Book/Report/Conference proceedingChapter

6 Scopus citations

Abstract

Recently, there has been a greater emphasis on strategic training and development initiatives to enhance human capital and help organizations adapt to compete effectively in the marketplace (Kozlowski & Salas, 1997; Martocchio & Baldwin, 1997; Tannenbaum, 2002). Based on the resource-based view of the firm (Barney,1991), human resources can be resources which are rare, valuable, difficult to imitate, and non-substitutable, and thus provide a means for organizations to achieve a competitive advantage. Employees’ knowledge and skill sets help organizations develop valuable technologies and services which other companies cannot easily duplicate or imitate. Strategic training and development is particularly relevant in helping organizations achieve a competitive advantage by developing competencies not readily available in the labor market, developing firm-specific skill sets, and promoting innovation and creating new knowledge.

Original languageEnglish (US)
Title of host publicationThe Routledge Companion to Strategic Human Resource Management
PublisherTaylor and Francis
Pages262-284
Number of pages23
ISBN (Electronic)0203889010, 9781135981983
ISBN (Print)0415772044, 9780415772044
DOIs
StatePublished - Jan 1 2008

All Science Journal Classification (ASJC) codes

  • Economics, Econometrics and Finance(all)
  • General Business, Management and Accounting

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