Social Capital and HRD: Provocative Insights From Critical Management Studies

Research Output

The problem and the solution. This article initiates a critical management studies evaluation of social capital in an HRD context by drawing on insights from Foucault and Habermas.This article presents alternative interpretations of three seminal social capital concepts—weak ties, structural holes, and social resources. Pragmatic, albeit critical, insights for HRD theory and practice are illustrated to counterbalance the managerialist appropriation of social capital in pursuit of largely economic ends. It is argued here that social well-being is as relevant to HRD practice as economic well-being. Ethical dimensions are noted and avenues of reflexivity for HRD practitioners are suggested.

Type:

Article
Date:

01 August 2007
Publication Status:

Published
DOI:

10.1177/1523422306304107
ISSN:

1523-4223
Library of Congress:

HD28 Management. Industrial Management
Dewey Decimal Classification:

658 General management

http://researchrepository.napier.ac.uk/output/323749 O'Donnell, D., Gubbins, C., McGuire, D., Jørgensen, K. M., Bo Henriksen, L., & Garavan, T. N. (2007). Social Capital and HRD: Provocative Insights From Critical Management Studies. Advances in developing human resources, 9(3), 413-435. https://doi.org/10.1177/1523422306304107

Citation

O'Donnell, D., Gubbins, C., McGuire, D., Jørgensen, K. M., Bo Henriksen, L., & Garavan, T. N. (2007). Social Capital and HRD: Provocative Insights From Critical Management Studies. Advances in developing human resources, 9(3), 413-435. https://doi.org/10.1177/1523422306304107