It may become a tradition in this journal for the authors of the chapter on training and development to lament both the lack of attention to theory and the lack of research influencing practice evident in the practitioner literature on 545 0066-4308/88/0201-0545$02.00 LATHAM this topic. Certainly this was an underlying theme of the chapters written by Campbell (1971), Goldstein (1980), and Wexley (1984). What is puzzling about this theme is that it is equally applicable to the practice of selection and placement, organization behavior, specifically the exercise of leadership, and organization development. Nevertheless, the intensity with which this theme pervades the previous chapters on training and development is missing from the chapters dealing with these other content domains . One explanation may lie in the number of practitioner-oriented magazines devoted to the subject of training and development as opposed to selection or organization behavior. These magazines were usually included in the literature searches conducted by the previous authors of this chapter. There are also practitioner-oriented journals devoted to the topic of organiÂ zation development. Perhaps, then , a second explanation to this puzzle is that the gap between the researchers and practitioners in the field of organization development
Annual Review of Psychology – Annual Reviews
Published: Feb 1, 1988
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