The cultural boundedness of theory and practice in HRD?

David McGuire, David O’Donnell, Thomas N. Garavan, Sudhir K. Saha, Joe Murphy

    Research output: Contribution to journalArticlepeer-review

    24 Citations (Scopus)


    Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism-relativism continuum.
    Original languageEnglish
    Pages (from-to)25-44
    Number of pages20
    JournalCross Cultural Management: An International Journal
    Publication statusPublished - 30 Nov 2001


    • theory and practice
    • HRD


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