ABSTRACT
Human resource development (HRD) serves important functions in organizations and there is increasing interest in the question of how HRD should be organized. Organizing HRD, however, has turned out to be a difficult task in practice. This difficulty is due in part to a limited conceptualization of what it means to organize HRD, which has dominated the field and will be referred to here as the structure approach. This approach focuses on designing learning structures (e.g. HRD-policy plans) intended to direct various organizational actors in giving rise to HRD processes. The Learning-Network Theory (LNT), which this chapter will summarize, offers a broader perspective on organizing HRD so that it is better capable of analyzing and improving HRD processes. The LNT is a dynamic-network theory focusing on the interactions among actors in creating several HRD processes.
