Strategic HRD practices as key factors in organizational learning

Purpose The purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and HRD outcomes through a literature review. Design/methodology/approach Keywords were identified to use in the literature search: HRD, SHRD practices, and organizational learning. All of the several electronic databases available in the university's electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google. Findings Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation. Research limitations/implications The study was exploratory, based on a literature review. Empirical research is needed to examine why some SHRD practices, like culture recognition, environmental scanning, and organizational mission and goals, were suggested as key factors in organizational learning. Practical implications Instilling more SHRD practices through organizational learning may lead to more desired HRD outcomes. Originality/value The research constructs a conceptual framework to outline the relationships among SHRD practices and organizational learning. Value was created when strategic HRD practices were identified as key factors in organizational learning.