Pub Date : 2020-06-19DOI: 10.1177/1523422320927301
E. Morrison, R. Kowalski
The Problem Workplace learning is even more important today as organizations face complex, rapid, and unprecedented change. Reflection is critical to learning; yet, it is too often rote, haphazard, or assumed to happen, limiting an organization’s ability to adapt. The Solution HRD scholar-practitioners need to (re)examine how they and their organizations reflect. By engaging in an ongoing practice of reflexivity, they can become more aware of how their perspectives affect not only what they see, but also what they learn and vice versa. The Stakeholders HRD scholar-practitioners, including researchers, faculty, consultants, managers, students, and all who care about workplace learning and reflective practice, will benefit by reflecting on how they can develop individual and collective capacity.
{"title":"Postscript: How We Learn Is How We SEE","authors":"E. Morrison, R. Kowalski","doi":"10.1177/1523422320927301","DOIUrl":"https://doi.org/10.1177/1523422320927301","url":null,"abstract":"The Problem Workplace learning is even more important today as organizations face complex, rapid, and unprecedented change. Reflection is critical to learning; yet, it is too often rote, haphazard, or assumed to happen, limiting an organization’s ability to adapt. The Solution HRD scholar-practitioners need to (re)examine how they and their organizations reflect. By engaging in an ongoing practice of reflexivity, they can become more aware of how their perspectives affect not only what they see, but also what they learn and vice versa. The Stakeholders HRD scholar-practitioners, including researchers, faculty, consultants, managers, students, and all who care about workplace learning and reflective practice, will benefit by reflecting on how they can develop individual and collective capacity.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"333 - 343"},"PeriodicalIF":3.1,"publicationDate":"2020-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927301","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47973268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-16DOI: 10.1177/1523422320927295
P. Faller, H. Lundgren, V. Marsick
The Problem While reflection is central to adult learning processes and theories, its meaning and definitions vary. Authors approach reflection from different perspectives and assumptions. The Solution This article is a conceptual map to guide the reader through key definitions and perspectives discussed in upcoming articles. We provide a compass for reflection, critical reflection, reflective practice, and how these terms apply to learning from experience, meaning-making, and action in the workplace. We also show how different perspectives or lenses can impact a human resource development (HRD) practitioner’s approach to reflection and present several studies looking at reflection and reflective practices. The Stakeholders This article should help HRD practitioners and others engaged in supporting workplace learning to gain clarity about how to conceptualize reflection and reflective practices and become familiar with the different ways reflection is understood by authors of upcoming articles.
{"title":"Overview: Why and How Does Reflection Matter in Workplace Learning?","authors":"P. Faller, H. Lundgren, V. Marsick","doi":"10.1177/1523422320927295","DOIUrl":"https://doi.org/10.1177/1523422320927295","url":null,"abstract":"The Problem While reflection is central to adult learning processes and theories, its meaning and definitions vary. Authors approach reflection from different perspectives and assumptions. The Solution This article is a conceptual map to guide the reader through key definitions and perspectives discussed in upcoming articles. We provide a compass for reflection, critical reflection, reflective practice, and how these terms apply to learning from experience, meaning-making, and action in the workplace. We also show how different perspectives or lenses can impact a human resource development (HRD) practitioner’s approach to reflection and present several studies looking at reflection and reflective practices. The Stakeholders This article should help HRD practitioners and others engaged in supporting workplace learning to gain clarity about how to conceptualize reflection and reflective practices and become familiar with the different ways reflection is understood by authors of upcoming articles.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"248 - 263"},"PeriodicalIF":3.1,"publicationDate":"2020-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927295","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43505365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-16DOI: 10.1177/1523422320927296
Aliki Nicolaides, R. Poell
The Problem Whereas critical reflection has been the hallmark of learning from experience in the workplace, performance has been the hallmark for productivity. In the face of complex, ongoing, disruptive change, failing safe is a necessary condition for learning from experience, and critical reflection the method of learning from safe to fail experiments. How can workplaces be safe to fail spaces where critical reflection is embraced, encouraged, and rewarded? The Solution We focus especially on the role of the leader to create a climate of psychological safety where it is safe to practice critical reflection. The workplace needs to become a safe place to fail to facilitate productivity, innovation, and creative responses to the demands that ensue from disruption at work. The Stakeholders This article is relevant to human resource development (HRD) scholars and practitioners who are interested in developing the workplace in times of uncertainly and constant disruption.
{"title":"“The Only Option Is Failure”: Growing Safe to Fail Workplaces for Critical Reflection","authors":"Aliki Nicolaides, R. Poell","doi":"10.1177/1523422320927296","DOIUrl":"https://doi.org/10.1177/1523422320927296","url":null,"abstract":"The Problem Whereas critical reflection has been the hallmark of learning from experience in the workplace, performance has been the hallmark for productivity. In the face of complex, ongoing, disruptive change, failing safe is a necessary condition for learning from experience, and critical reflection the method of learning from safe to fail experiments. How can workplaces be safe to fail spaces where critical reflection is embraced, encouraged, and rewarded? The Solution We focus especially on the role of the leader to create a climate of psychological safety where it is safe to practice critical reflection. The workplace needs to become a safe place to fail to facilitate productivity, innovation, and creative responses to the demands that ensue from disruption at work. The Stakeholders This article is relevant to human resource development (HRD) scholars and practitioners who are interested in developing the workplace in times of uncertainly and constant disruption.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"264 - 277"},"PeriodicalIF":3.1,"publicationDate":"2020-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927296","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49305760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-11DOI: 10.1177/1523422320927300
S. Justice, E. Morrison, L. Yorks
The Problem Change has changed, and workplaces are grappling with new complexities and ambiguities. Human resource development (HRD) scholar-practitioners are called upon to help workplaces learn to navigate these changes; however, traditional approaches have limited utility when dealing with dynamic, emergent change. To address these limitations, scholars have proposed adopting enactive approaches that are rooted in systems thinking and complexity theories, but there is limited understanding of what this means in HRD practice. The Solution This article explores HRD responses to change from an enactive perspective. Enactivism suggests that people create their context through engagement with physical and social environments. From this perspective, reflection is not necessarily “on” experience, as if somehow separate from it. Rather, reflection is active engagement in, by, and through experience. This article aims to expand theoretical understanding and practical applications of enactivism in workplace learning. The Stakeholders HRD scholar-practitioners seeking new options for navigating workplace learning complexities.
{"title":"Enacting Reflection: A New Approach to Workplace Complexities","authors":"S. Justice, E. Morrison, L. Yorks","doi":"10.1177/1523422320927300","DOIUrl":"https://doi.org/10.1177/1523422320927300","url":null,"abstract":"The Problem Change has changed, and workplaces are grappling with new complexities and ambiguities. Human resource development (HRD) scholar-practitioners are called upon to help workplaces learn to navigate these changes; however, traditional approaches have limited utility when dealing with dynamic, emergent change. To address these limitations, scholars have proposed adopting enactive approaches that are rooted in systems thinking and complexity theories, but there is limited understanding of what this means in HRD practice. The Solution This article explores HRD responses to change from an enactive perspective. Enactivism suggests that people create their context through engagement with physical and social environments. From this perspective, reflection is not necessarily “on” experience, as if somehow separate from it. Rather, reflection is active engagement in, by, and through experience. This article aims to expand theoretical understanding and practical applications of enactivism in workplace learning. The Stakeholders HRD scholar-practitioners seeking new options for navigating workplace learning complexities.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"320 - 332"},"PeriodicalIF":3.1,"publicationDate":"2020-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927300","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48475099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-11DOI: 10.1177/1523422320927297
Judith Walker, Stephanie A. Oldford
The Problem Universities are workplaces designed for learning, research, and reflection. In recent years, an amalgam of issues, both internal and external, have emerged, making critical reflection more difficult and riskier for both academic and nonacademic staff. The Solution We argue that positive leadership, dialogue, and group connection can help counter increasing isolation and in effect make reflection more possible. The Stakeholders This article is relevant not only to human resource development (HRD) scholars and practitioners within the context of postsecondary institutions but also to large and complex bureaucratic organizations grappling with a changing landscape of employment.
{"title":"Risk and Reflection in the Academic Workplace","authors":"Judith Walker, Stephanie A. Oldford","doi":"10.1177/1523422320927297","DOIUrl":"https://doi.org/10.1177/1523422320927297","url":null,"abstract":"The Problem Universities are workplaces designed for learning, research, and reflection. In recent years, an amalgam of issues, both internal and external, have emerged, making critical reflection more difficult and riskier for both academic and nonacademic staff. The Solution We argue that positive leadership, dialogue, and group connection can help counter increasing isolation and in effect make reflection more possible. The Stakeholders This article is relevant not only to human resource development (HRD) scholars and practitioners within the context of postsecondary institutions but also to large and complex bureaucratic organizations grappling with a changing landscape of employment.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"278 - 290"},"PeriodicalIF":3.1,"publicationDate":"2020-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927297","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46016223","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-11DOI: 10.1177/1523422320927294
R. Kowalski, C. Russell
The Problem Today’s workers face constant economic, social, scientific, and technological change — a challenging climate for learning. Learners need to integrate and balance acting, reflecting, thinking, and feeling as they negotiate within this everchanging environment. The Solution This Special Issue explores workplace learning’s power through the understanding and application of reflective practices which are often informal and incidental and occur as individuals engage and learn from the experience of their daily activities. The Stakeholders HRD scholars and practitioners will benefit from an understanding of the tools and practices that facilitate workplace learning through reflection. This Special Issue provides a theoretical framing of workplace reflection, situates reflection in various contexts, offers examples of use in the workplace, addresses its risks, and raises questions for both research and practice.
{"title":"How We SEE Is How We Learn: Reflection in the Workplace","authors":"R. Kowalski, C. Russell","doi":"10.1177/1523422320927294","DOIUrl":"https://doi.org/10.1177/1523422320927294","url":null,"abstract":"The Problem Today’s workers face constant economic, social, scientific, and technological change — a challenging climate for learning. Learners need to integrate and balance acting, reflecting, thinking, and feeling as they negotiate within this everchanging environment. The Solution This Special Issue explores workplace learning’s power through the understanding and application of reflective practices which are often informal and incidental and occur as individuals engage and learn from the experience of their daily activities. The Stakeholders HRD scholars and practitioners will benefit from an understanding of the tools and practices that facilitate workplace learning through reflection. This Special Issue provides a theoretical framing of workplace reflection, situates reflection in various contexts, offers examples of use in the workplace, addresses its risks, and raises questions for both research and practice.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"239 - 247"},"PeriodicalIF":3.1,"publicationDate":"2020-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927294","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45392996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-22DOI: 10.1177/1523422320907049
Dawisa Sritanyarat, Malinvisa Sakdiyakorn
The Problem The number of Thai women entrepreneurs has increased to nearly half of all Thai entrepreneurs over the past years with 80% of them reported to have entered into opportunity-driven entrepreneurship. This growing social phenomenon, however, remains underexplored by limited numbers of academic studies on Thai women entrepreneurship. Extending the understanding of opportunity-driven women entrepreneurs in the changing Thai context is therefore significant for developing national human resources. The Solution This study highlights the opportunity-driven category of women entrepreneurs defined by Cromie and Hayes as Innovators. Taking the phenomenological approach as a research method, in-depth interviews from 13 innovative women business owners in Thailand were analyzed to understand their motivations, challenges, and success factors, as well as the contemporary worldview of the Thai culture and values concerning gender roles and social norms. The Stakeholders National policymakers, educators, human resource development professionals, and parents can craft policies and practices that align with key learnings from the lived experiences of women entrepreneurs. Aspiring women entrepreneurs can also vicariously learn from the study participants who serve as role models.
{"title":"Vicarious Learning From Innovative Women Entrepreneurs in Thailand","authors":"Dawisa Sritanyarat, Malinvisa Sakdiyakorn","doi":"10.1177/1523422320907049","DOIUrl":"https://doi.org/10.1177/1523422320907049","url":null,"abstract":"The Problem The number of Thai women entrepreneurs has increased to nearly half of all Thai entrepreneurs over the past years with 80% of them reported to have entered into opportunity-driven entrepreneurship. This growing social phenomenon, however, remains underexplored by limited numbers of academic studies on Thai women entrepreneurship. Extending the understanding of opportunity-driven women entrepreneurs in the changing Thai context is therefore significant for developing national human resources. The Solution This study highlights the opportunity-driven category of women entrepreneurs defined by Cromie and Hayes as Innovators. Taking the phenomenological approach as a research method, in-depth interviews from 13 innovative women business owners in Thailand were analyzed to understand their motivations, challenges, and success factors, as well as the contemporary worldview of the Thai culture and values concerning gender roles and social norms. The Stakeholders National policymakers, educators, human resource development professionals, and parents can craft policies and practices that align with key learnings from the lived experiences of women entrepreneurs. Aspiring women entrepreneurs can also vicariously learn from the study participants who serve as role models.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"201 - 214"},"PeriodicalIF":3.1,"publicationDate":"2020-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320907049","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45180062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-10DOI: 10.1177/1523422320907048
R. Rasdi, Siti Raba’ah Hamzah, Tan Fee Yean
The Problem In Malaysia, women entrepreneurs are underrepresented, and little is known about their development of self-leadership. Official statistics indicate that approximately half of the businesses run by women remain underperforming. This shows that women entrepreneurs’ self-leadership is an issue that should be addressed. The Solution This study aims to explore self-leadership development of Malaysian women entrepreneurs. Qualitative interviews with seven women entrepreneurs were conducted. The study findings indicated that self-leadership is a process that can be developed and mastered by women entrepreneurs so that they have better chances of success in their business start-ups. This study provides a model of the self-leadership process that illustrates a range of influences that are likely to contribute to women entrepreneurs’ self-leadership development. The Stakeholders The model developed would be beneficial to human resource development (HRD) practitioners and Malaysian government agencies (e.g., SME Corporation Malaysia) that design and deliver interventions (e.g., incubator programs and training workshops) focusing on women entrepreneurs’ self-leadership development.
{"title":"Exploring Self-Leadership Development of Malaysian Women Entrepreneurs","authors":"R. Rasdi, Siti Raba’ah Hamzah, Tan Fee Yean","doi":"10.1177/1523422320907048","DOIUrl":"https://doi.org/10.1177/1523422320907048","url":null,"abstract":"The Problem In Malaysia, women entrepreneurs are underrepresented, and little is known about their development of self-leadership. Official statistics indicate that approximately half of the businesses run by women remain underperforming. This shows that women entrepreneurs’ self-leadership is an issue that should be addressed. The Solution This study aims to explore self-leadership development of Malaysian women entrepreneurs. Qualitative interviews with seven women entrepreneurs were conducted. The study findings indicated that self-leadership is a process that can be developed and mastered by women entrepreneurs so that they have better chances of success in their business start-ups. This study provides a model of the self-leadership process that illustrates a range of influences that are likely to contribute to women entrepreneurs’ self-leadership development. The Stakeholders The model developed would be beneficial to human resource development (HRD) practitioners and Malaysian government agencies (e.g., SME Corporation Malaysia) that design and deliver interventions (e.g., incubator programs and training workshops) focusing on women entrepreneurs’ self-leadership development.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"189 - 200"},"PeriodicalIF":3.1,"publicationDate":"2020-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320907048","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41959041","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-10DOI: 10.1177/1523422320907045
C. D. Riantoputra, Ismarli Muis
The Problem Despite efforts to develop women entrepreneurs in Indonesia, the majority of them are unable to grow their businesses. The literature suggests that cultural factors (i.e., non-egalitarian sex roles) may limit the actualization of psychological factors that are critical for their successes. The Solution To investigate the motivation, challenges, and opportunities facing women entrepreneurs in Indonesia, this article focused on (a) characteristics of women entrepreneurs based on their motives: necessity- versus growth-oriented, and (b) psychological factors that influence their success. Focusing on micro and small enterprises, we collected data from 200 (87 necessity-oriented, and 113 growth-oriented) women entrepreneurs in Indonesia. The study findings demonstrate that the success of women entrepreneurs in Indonesia is associated with their identity conflict (i.e., induced by non-egalitarian sex-role culture), passion, and future time orientation, all of which interplay differently for necessity- and growth-oriented women entrepreneurs. The Stakeholders This article is important for scholars, practitioners, and government officers in a non-egalitarian sex-role country like Indonesia. It informs involved stakeholders of the specific aspects that need to be considered in coaching and leadership training for women entrepreneurs who are managing micro and small enterprises.
{"title":"New Insights on Psychological Factors for the Development of Women Entrepreneurs in Indonesia","authors":"C. D. Riantoputra, Ismarli Muis","doi":"10.1177/1523422320907045","DOIUrl":"https://doi.org/10.1177/1523422320907045","url":null,"abstract":"The Problem Despite efforts to develop women entrepreneurs in Indonesia, the majority of them are unable to grow their businesses. The literature suggests that cultural factors (i.e., non-egalitarian sex roles) may limit the actualization of psychological factors that are critical for their successes. The Solution To investigate the motivation, challenges, and opportunities facing women entrepreneurs in Indonesia, this article focused on (a) characteristics of women entrepreneurs based on their motives: necessity- versus growth-oriented, and (b) psychological factors that influence their success. Focusing on micro and small enterprises, we collected data from 200 (87 necessity-oriented, and 113 growth-oriented) women entrepreneurs in Indonesia. The study findings demonstrate that the success of women entrepreneurs in Indonesia is associated with their identity conflict (i.e., induced by non-egalitarian sex-role culture), passion, and future time orientation, all of which interplay differently for necessity- and growth-oriented women entrepreneurs. The Stakeholders This article is important for scholars, practitioners, and government officers in a non-egalitarian sex-role country like Indonesia. It informs involved stakeholders of the specific aspects that need to be considered in coaching and leadership training for women entrepreneurs who are managing micro and small enterprises.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"150 - 163"},"PeriodicalIF":3.1,"publicationDate":"2020-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320907045","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42101094","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-03DOI: 10.1177/1523422320907047
Yonjoo Cho, Soo Jeoung Han, Jiwon Park, Hyounju Kang
The Problem Research on South Korean women entrepreneurs in the information technology (IT) industry is limited, and thus learning how they start and develop their businesses will address a gap in the literature. In addition, as our previous study on women entrepreneurs in Korea encompassed all industries, we did not sufficiently capture how women entrepreneurs in the IT industry started and developed their businesses. We feel a strong need to conduct a follow-up study on three women entrepreneurs who (a) started an IT business to become independent; (b) have stayed in their businesses for approximately 20 years; and (c) became role models as women entrepreneurs in the industry. The Solution We conducted semi-structured interviews with three women entrepreneurs in the IT industry and analyzed each case on three themes: motivation, challenges, and success factors. Although each case has its distinctive features, we found that all cases had success factors in common: technical expertise, positive outlook, adherence to business principles, work centrality, and networking. Particularly, the three women entrepreneurs’ positive outlook was the key success factor that helped them overcome challenges they faced in business development. The Stakeholders Given the study findings on women entrepreneurs’ personal factors (e.g., positive outlook, technical expertise) and external factors (e.g., networking), human resource development (HRD) practitioners can develop leadership programs to share those success factors with aspiring women entrepreneurs in Korea and other countries so that they can develop their own competencies and strategies from early on.
{"title":"Business Startups and Development of South Korean Women Entrepreneurs in the IT Industry","authors":"Yonjoo Cho, Soo Jeoung Han, Jiwon Park, Hyounju Kang","doi":"10.1177/1523422320907047","DOIUrl":"https://doi.org/10.1177/1523422320907047","url":null,"abstract":"The Problem Research on South Korean women entrepreneurs in the information technology (IT) industry is limited, and thus learning how they start and develop their businesses will address a gap in the literature. In addition, as our previous study on women entrepreneurs in Korea encompassed all industries, we did not sufficiently capture how women entrepreneurs in the IT industry started and developed their businesses. We feel a strong need to conduct a follow-up study on three women entrepreneurs who (a) started an IT business to become independent; (b) have stayed in their businesses for approximately 20 years; and (c) became role models as women entrepreneurs in the industry. The Solution We conducted semi-structured interviews with three women entrepreneurs in the IT industry and analyzed each case on three themes: motivation, challenges, and success factors. Although each case has its distinctive features, we found that all cases had success factors in common: technical expertise, positive outlook, adherence to business principles, work centrality, and networking. Particularly, the three women entrepreneurs’ positive outlook was the key success factor that helped them overcome challenges they faced in business development. The Stakeholders Given the study findings on women entrepreneurs’ personal factors (e.g., positive outlook, technical expertise) and external factors (e.g., networking), human resource development (HRD) practitioners can develop leadership programs to share those success factors with aspiring women entrepreneurs in Korea and other countries so that they can develop their own competencies and strategies from early on.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"176 - 188"},"PeriodicalIF":3.1,"publicationDate":"2020-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320907047","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46935055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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