The Evolution of the Corporate University: Reasons for Continued Utilization, Operations During A Pandemic, and Connection to Talent Management
Restricted (Penn State Only)
- Author:
- Johnson-Vegas, Lori
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- October 05, 2022
- Committee Members:
- Wesley Donahue, Co-Chair of Committee
Mark Threeton, Major Field Member
Ashley Patterson, Outside Unit & Field Member
Hyung Joon Yoon, Chair & Dissertation Advisor
Heather Zimmerman, Professor in Charge/Director of Graduate Studies - Keywords:
- Corporate University
Talent Management
Talent Development
Pandemic
COVID-19
Learning and Development
Human Captial
Qualitative Research - Abstract:
- The purpose of this study was to investigate the reasons organizations continue utilizing Corporate Universities (CUs), examine adjustments organizations have made to the CU to keep up with change, adversity, and disruption with a focus on the COVID-19 pandemic, and explore the CU connection to the components of Talent Management (TM). This was exploratory research in which phenomenological and narrative methods combined with the conceptual frameworks from Meister’s Building Blocks, Prince and Stewart’s Corporate University Wheel, and Morton’s TM Components were selected to achieve this goal. The study also includes a look at the CU in relation to Human Capital Theory (HCT). 10 L&D practitioners participated in this study. To participate, they were required to be over the age of 18, have a minimum of 2 or more years of experience in the L&D profession, and be employed by for-profit organization based in the United States with a CU. The participants completed a characteristics survey and participated in semi-structured interviews. Although many past studies have been conducted focusing on the purpose and history of the CU, it is difficult to find recent scholarly research on why CUs continue to thrive and operate during change. The findings of this study include: the identification of six reasons why organizations continue to use CUs 1)Training & Development Support 2) Meeting the Needs of the Business 3) Standardization of Training 4) Promoting Corporate Culture 5) Promoting Career Growth 6) Regulatory and Compliance Training; four areas requiring adjustments to CU operations 1) Virtual and Digital Training, 2) Blended and Hybrid Training 3) Class Size and Duration 4) Employee Engagement; and the four most common connections to TM 1)Training and Development 2) Onboarding 3) Performance and 4) Retention. Implications and best practices for L&D professionals and practitioners were identified and recommendations for future research to include a comparison of CU operating practices within specific industries and the need for CU focus on employee engagement, along with career growth and development.