During the past few years, the growth of an emergent ‘coaching industry’ has resulted in some scholars calling for the development of a genuine coaching profession. Yet contemporary organization development (OD) and human resource development (HRD) practitioners conceive of coaching as an extant core component of their respective fields of study and practice. This paper reports the results of a qualitative study that examined different conceptualizations and definitions of ‘coaching,’ OD, and ‘HRD’ found in the respective literatures. The results suggest all three fields of practice are very similar, both in terms of their intended purpose and processes. This finding poses a dilemma and challenge for those who believe a genuine coaching profession with its own identity and unique body of empirically tested knowledge can be distinctly defined and delineated.
BeckhardR. (1969). Organization development strategies and models. Reading, MA: Addison-Wesley.
4.
BeattieR.S. (2002). Developmental managers: line managers, as facilitators of workplace learning in voluntary organizations. PhD thesis, University of Glasgow.
5.
BeerM. (1980). Organization change and development: A systems view. Santa Monica, CA: Goodyear Publishing.
6.
BeerM., & WaltonE. (1987). Organization change and development. Annual Review of Psychology, 38, 229–272.
7.
BennisW. (1969). Organization development: Its nature, origins, and prospects. Reading, MA: Addison-Wesley.
8.
BlakeR., & MoutonJ. (1969). Building a dynamic corporation through grid organization development. Reading, MA: Addison-Wesley.
9.
BraunV., & ClarkeV. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
10.
BullockA. & TrombleyS. (1999). The new Fontana dictionary of modern thought. London: Harper-Collins.
11.
BurkeW., & HornsteinH. (1972). The social technology of organization development. Fairfax, VA: Learning Resources.
12.
BurkeW. (1982). Organization development: Principles and practices. New York, NY: Little, Brown & Co.
BurkeW. (1994). Organization development: A process of learning and changing. Reading, MA: Addison-Wesley.
15.
ChalofskyN. (2004). Human and organization studies: The discipline of HRD. In MarshallT., & MorrisM.L. (Eds.), 2004 AHRD Conference Proceedings (pp.422–427). Bowling Green; OH: AHRD.
16.
ChurchA., WaclawskiJ., & SeigelW. (1996). Will the real OD practitioner please stand up? A call for change in the field. Organization Development Journal, 14(2), 5–14.
17.
CIPD (2005). Training and development 2005: Annual survey report. London: Chartered Institute of Personnel and Development.
18.
CleggS., RhodesC., & KornbergerM. (2003). An overview of the business coaching industry in Australia. OVAL Research Working Paper 03-11. Sydney: The Australian Centre for Organisational, Vocational and Adult Learning.
19.
CummingsT. G. & WorleyC. G. (2000). Organization development and change (7th ed.). Mason, Ohio: Thomson South-Western.
20.
CummingsT. G., & WorleyC.G. (2008). Organization development and change (9th ed.). Mason, Ohio: South-Western Cengage Learning.
21.
DavisP., NaughtonJ., & RothwellW. (2004). New roles and competencies for the profession. Training & Development, 58(4), 26–36.
22.
DavisS. (1983). What OD means to me. Organization Development Journal, Fall, 17–18.
23.
DyerW. (1997). Organization development as I have experienced it. Organization Development Journal, 15(2), 29–34.
EganT. M. (2002). Organization development: An examination of definitions and dependent variables. Organization Development Journal, 20(2), 59–70.
26.
EllingerA.M. (1997). Managers as facilitators of learning in learning organizations. Unpublished doctoral dissertation. The University of Georgia, Athens, Georgia.
27.
EllingerA. D., & BostromR. P. (1999). Managerial coaching behaviors in learning organizations. The Journal of Management Development, 18(9), 752–771.
28.
EMCC (2007). EMCC and ICF dialogue. In Newsletter of the European Mentoring and Coaching Council, March.
29.
EveredR. D., & SelmanJ. C. (1989). Coaching and the art of management. Organizational Dynamics, 18(2), 16–32.
30.
FleetwoodS. (2005). Ontology in organization and management studies: A critical realist perspective. Organization, 12(2), 197–222.
31.
FlickU. (1991). Triangulation revisited: Strategy of validation or alternative?Journal for the Theory of Social Behavior, 22(2), 175–197.
32.
FlickU. (2002). An Introduction to Qualitative Research (2nd ed.). London: Sage.
33.
FourniesF. F. (1987). Coaching for improved work performance. Liberty Hall Press.
34.
FrenchW. (1969). Organization development: Objectives, assumptions, and strategies. California Management Review, 12(2), 23–34.
FrenchW., & BellC.Jr. (1999). Organization development: Behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.
37.
FrenchW., BellC.Jr., & ZawackiR. (Eds.). (1989). Organization development theory, practice and research. Dallas, TX: Business Publications.
38.
GilleyJ. W., & EgglandS. A. (1989). Principles of Human Resource Development. Reading, MA: Addison-Wesley.
39.
GolembiewskiR. T. (1969). Organization development in public agencies: Perspectives on theory and practice. Public Administration Review, July-August, 367–372.
GrantA. M. (2006). Solution-focused coaching. In PassmoreJonathan (ed.), Excellence in coaching: The industry guide. London: Kogan Page.
42.
GrantA. M. & CavanaghM. J. (2004). Toward a profession of coaching: Sixty-five years of progress and challenges for the future. International Journal of Evidence-based Coaching and Mentoring, 2(1), 1–16.
43.
GrayD.E. (2006). Executive Coaching: Towards a dynamic alliance of psychotherapy and transformative learning processes. Management Learning, 37(4), 475–497.
44.
GrayD., & GoregaokarH. (2007). Executive coaching in SMEs: Experiences and impact of the coaching process. In proceedings of the UFHRD/AHRD 8th International Conference on HRD Research and Practice Across Europe, Oxford, UK.
45.
GrievesJ. (2003). Strategic human resource development. London: Sage.
46.
GubaE. G., & LincolnY. S. (1994). Competing paradigms in qualitative research. In DenzinN.K. & LincolnY.S. (Eds.), The Handbook of Qualitative Research (pp. 105–117). Thousand Oaks, CA: Sage.
47.
HallR. H. (1977). Organizations: Structure and process. Englewood Cliffs, NJ: Prentice Hall.
48.
HamlinR. G. (2004). Toward evidence-based HRD through HRD professional partnership research. Inaugural Professorial Lecture, University of Wolverhampton, UK.
49.
HamlinR. G., KeepJ. & AshK. (2001). Organizational Change and Development: A reflective guide for managers, trainers and developers. Harlow: FT Prentice Hall.
50.
HarrisonR., & KesselsJ. (2004). Human resource development in a knowledge economy: An organizational view. Basingstoke: Palgrave Macmillan.
51.
HodgettsW.H. (2002). Using executive coaching in organisations: What can go wrong (and how to prevent it). In FitzgeraldC., & BergerG.J. (Eds.), Executive Coaching: Practices and Perspectives. Palo Alto, CA: Davies-Black Publishing.
IvesY. (2008). What is ‘Coaching'? An exploration of conflicting paradigms. International Journal of Evidence Based Coaching and Mentoring, 6(2), 100–113.
54.
JooB-K. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–88.
55.
KempS. (2005). Critical realism and the limits of philosophy. European Journal of Social Theory, 8(2), 171–191.
56.
KilburgR. R. (2000). Executive coaching: Developing managerial wisdom in a world of chaos. Washington, DC: American Psychological Association.
57.
KnaflK. A., & BreitmayerB. J. (1991). Triangulation in qualitative research: Issues of conceptual clarity and purpose. In MorseJ.M. (Ed.), Qualitative nursing research: A contemporary dialogue. (Rev. ed., pp. 226–239). London: Sage.
58.
LippittG. (1969). Organization renewal. New York: Appleton-Century-Crofts.
59.
MadillA., JordonA., & ShirleyC. (2000). Objectivity and reliability in qualitative analysis: Realist, contextualist and radical constructionist epistemologies. British Journal of Psychology, 91(1), 1–20.
60.
McLaganP. (1989). Models for HRD practice. Alexandria, VA: American Society for Training and Development.
61.
McLaganP. (1999). As the HRD world churns. Training and Development, 53(12), 20–29.
62.
McLaganP., & SuhadolnikD. (1989). Models for HRD practice: The research report. Alexandria, VA: American Society for Training and Development.
63.
McLeanG.N. (2006). Organization development: Principles, processes, performance. San Francisco: Berrett-Koehler.
64.
McLeanG. N., YangB., KuoM. C., TolbertA. S., & LarkinC. (2005). Development and initial validation of an instrument measuring managerial coaching skill. Human Resource Development Quarterly, 16(2), 157–178.
MilesM. B., & HubermanA. M. (1994). Qualitative data analysis (2nd ed.). Thousand Oaks, CA: Sage.
67.
MinkO. G., OwenK. Q., & MinkB. P. (1993). Developing high-performance people: The art of coaching. Reading, MA: Addison-Wesley Publishing Company, Inc.
68.
NadlerL., & NadlerZ. (1989). Developing human resources. San Francisco: Jossey-Bass.
69.
NeilsenE. (1984). Becoming an OD practitioner. Englewood Cliffs, NJ: Prentice Hall.
70.
OrthC. D., WilkinsonH. E., & BenfariR. C. (1987). The manager's role as coach and mentor. Organizational Dynamics, 15(4), 66–74.
71.
PalmerB. (2003). Maximizing value from executive coaching. Strategic HR Review, 2(6), 26–29.
72.
PerksR.W. (1993). Accounting and society. London: Chapman & Hall.
73.
PhillipsK. & Shaw (1989). A Consultancy Approach for Trainers. Aldershot: Gower.
74.
PlunkettB.L. & EganT.M. (2004). Application of Psychology-based theoretical approaches to executive coaching: A summary and exploration of potential utility. In MarshallT. & MorrisL. M. (Eds.), AHRD Conference Proceedings (pp.558–65). Bowling Green; OH: AHRD.
75.
PonterottoJ. (2005). Qualitative Research in Counseling Psychology: A Primer on Research Paradigms and Philosophy of Science. Journal of Counseling Psychology, 52(2), 126–136.
76.
PopperM. & LipshitzR. (1992). Coaching on leadership. Leadership & Organization Development Journal, 13(7), 15–18.
77.
PorrasJ., & RobertsonP. (1982). Organization development: Theory, practice, and research. In DunnetteM. D. & HoughL. M. (Eds.), Handbook of industrial and organizational psychology (2nd ed., volume 3) (pp.719–822). Palo Alto, CA: Consulting Psychologists Press, Inc.
78.
RedshawB. (2000). Do we really understand coaching? How can we make it work better?Industrial and Commercial Training, 32(3), 106–108.
79.
RiggC., StewartJ.D., & TrehanK. (2007). A critical take on a turn in HRD. In RiggC., StewartJ. & TrehanK. (Eds.), Critical human resource development: Beyond orthodoxy. Harlow: FT Prentice Hall.
80.
RobertsJ., & DietrichM. (1999). Conceptualizing professionalism: Why economics needs sociology. The American Journal of Economics and Sociology, October.
81.
RuonaW.E.A., & GibsonS.K. (2004). The making of the Twenty-First-Century HR: An analysis of the convergence of HRM, HRD, and OD. Human Resource Management, 43(1), 49–66.
82.
RuonaW. E. A., & LynhamS. (1999). Toward a philosophical framework of thought and practice. In KuchinkeK.P. (Ed.), AHRD Conference Proceedings (pp. 206–215). Baton Rouge, OH: AHRD.
83.
SaporitoT.J. (1996). Business-linked executive development: Coaching senior executives. Consulting Psychology Journal: Practice and Research, 48(2), 96–103.
84.
SchmuckR., & MilesM. (1971). Organization development in schools. Palo Alto, CA: National Press Books.
85.
ShuitD. P. (2005). Huddling with the coach. Workforce Management, 84(2), 53–57.
86.
StewartJ. D. (1999). Employee development practice. London: FT Pitman Publishing.
87.
StraussA. & CorbinJ. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park: Sage.
88.
VaartjesV. (2005). Integrating action learning practice into executive coaching to enhance business results. International Journal of Evidence Based Coaching and Mentoring, 3(1), 1–17.
89.
VaillP. (1989). Seven process frontiers for organization development. In SikesW., DrexlerA., & GantJ. (Eds.), The emerging practice of organization development. La Jolla, CA: NTI Institute.
90.
WarrickD. D. (1984). Organization development. In TraceyW. R. (Ed.), Human resources management and development handbook (pp.915–925). New York: American Management Association.
91.
WatkinsK. (2000). Aims, roles and structures for human resource development. In RuonaW.E.A. & RothG. (Eds.), Advances in Developing Human Resources Vol 17. Philosophical foundations of human resource development practice (pp.54–59). San Francisco: Berrett-Koehler.
92.
WeinbergerL. (1998). Commonly held theories of human resource development. Human Resource Development International, 1(1), 75–93.
93.
WorrallL. (2005). Fiat Lux: A reflection on management research. International Journal of Management Concepts and Philosophy, 1(3), 248–261.
94.
ZeusP., & SkiffingtonS. (2000). The complete guide to coaching at work. Roseville, NSW: McGraw-Hill.
