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Human Resource Development Review
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Exploring National Human Resource Development: A Case of China Management Development in a Transitioning Context

Jia Wang

Barry University

Greg G. Wang

James Madison University

To advance an emerging frontier in human resource development (HRD) research, national HRD (NHRD), this study explored the subject by focusing on a key area of HRD, management development (MD) in the China context. Taking a system and holistic perspective, the study identified three critical challenges facing Chinese managers and China MD in the complex changing interactions of the broader social, economic, and institutional contexts. It examined current MD-related policies and practices at national, organizational, and individual levels. Our analysis of the findings indicated that although much effort was made at multiple levels for developing managers, China's approach to MD tended to be fragmented and lacked coherence. The study further offered critical implications for China MD practice and recent emerging NHRD research. In discussing future NHRD research directions, the study calls for HRD scholars to be mindful of the discipline and theory building in exploring new HRD research frontiers.

Key Words: national HRD • NHRD • management development • China

Human Resource Development Review, Vol. 5, No. 2, 176-201 (2006)
DOI: 10.1177/1534484306287273
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