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Richard A. Swanson Research Excellence Award

The Richard A. Swanson Research Excellence Award is given to the author(s) of the outstanding Human Resource Development Quarterly refereed article in each annual volume.

This is a Journal-sponsored award. Contact the Chair for more information.

Chair: Sewon Kim

Award Decisions to the Office: All awards winners are due back to by Monday – January 13, 2021 at 5:00pm Central time.

Given the high standards implicit in this award, there is no guarantee that this award will be given each year.

Award Criteria

  • Represents the mission of HRDQ
  • Advances the state of scholarship in human resource development (HRD)
  • Provokes thought and directs attention toward critical challenges/issues facing HRD by making a new knowledge contribution to the field

Nomination Process

An equitable two-tier approach is used for identifying the award-winning article. First, the Swanson Award Committee Chair will solicit nominations from the entire HRDQ Editorial Board, including committee members and the Chair. The Committee Chair will tally these results to arrive at a pool of five to six nominees. The Swanson Award Committee, selected by the HRDQ Editorial Team, will then discuss these nominated articles and determine an award recipient. This approach ensures that all refereed articles have the potential to be reviewed by members of the Editorial Board, and yet streamlines the final decision process. The award criteria listed above and the following evaluative points will be used by the Editorial Board and the Swanson Award Committee when reviewing articles for nomination and selecting the award recipient:

  • Theoretical and/or practical importance of the problem
  • Appropriateness of approach and/or methods used
  • Extent to which the results justify the conclusions
  • Quality of reporting

Award Winners

Volume 29 (2019)

Measuring the organizational impact of training: The need for greater methodological rigor; Volume 29, Issue 1

  • Thomas Garavan, Edinburgh Napier Business School
  • Alma McCarthy, National University of Ireland Galway
  • Maura Sheehan, Edinburgh Napier Business School
  • Yanqing Lai, Metropolitan University, Manchester
  • Mark N. K. Saunders, University of Birmingham
  • Nicholas Clarke, EADA Business School
  • Ronan Carbery, University College Cork
  • Valerie Shanahan, Squarespace

Volume 30 (2018)

“What Imposters Risk at Work: Exploring Imposter Phenomenon, Stress Coping, and Job Outcomes” HRDQ, Volume 29, Issue 1

  • Holly M. Hutchins, University of Houston
  • Lisa M. Penney, University of South Florida
  • Lisa W. Sublett, University of Houston–Clear Lake

Volume 29 (2017)

“Towards an Understanding of HRD Lean Strategy Linkages: A Multicase Study of Four U.S. Based Firms” – Vol 28(4), 553-592.

  • Meera Alagaraja, University of Louisville
  • Toby Marshall Egan, University of Maryland
  • Richard W. Woodman, Texas A&M University

Volume 28 (2016)

Social Competence in Small Firms—Fostering Workplace Learning and Performance 27(3)

  • Thomas Lans
  • Frans Verhees
  • Jos Veretegen

Volume 27 (2015)

Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions, 26:4, p. 359-384

  • Drea Zigarmi
  • Taylor Peyton Roberts
  • W. Alan Randolph

Volume 26 (2014)

The Organizational Context and Performance Implications of Human Capital Investment Variability,” Volume 25:1, HRD

  • Mousumi Bhattacharya, Fairfield University
  • D. Harold Doty, The University of Texas at Tyler
  • Thomas Garavan, Edinburgh Napier Business School, Scotland

Volume 25 (2013)

Organizational Support for Action Learning in South Korean Organizations, HRDQ, 24:2, 185-213

  • Yonjoo Cho, Indiana University
  • Toby Egan, Purdue University

Volume 24 (2012)

  • n/a

Volume 23 (2011)

Mentoring as an HRD Approach: Effects on Employee Attitudes and Contributions Independent of Core Self-Evaluation

  • Paul W. Thurston Jr., Siena College
  • Caroline P. D'Abate, Skidmore College
  • Erik R. Eddy, Siena College

Volume 22 (2010)

Managing Workplace Incivility: The Role of Conflict Mangement Styles - Antecedent or Antidote

  • Jeannie Trudel, Indiana Wesleyan University
  • Thomas G. Reio, Jr. Florida International University

Volume 21 (2009)

The development and resulting performance impact of positive psychological capital

  • Fred Luthans
  • James B. Avey
  • Bruce J. Avolio
  • Suzanne J. Peterson

Volume 20 (2008)

Towards Development of a Generalized Instrument to Measure Andragogy

  • Elwood F. Holton, III, Louisiana State University
  • Lynda Swanson Wilson, Louisiana State University
  • Reid A. Bates, Louisiana State University

Volume 19 (2007)

The Power of Work Experiences: Critical Characteristics to Developing Expertise in Strategic Thinking

  • Ellen F. Goldman, George Washington University

Volume 18 (2006)

Where to now? The Impact of Race and Ethnicity on Workplace Learning and Development: A Review of the Research

  • Ann K. Brooks, Texas State University - San Marcos
  • Tamara Clunis, Texas State University - San Marcos

Volume 17 (2005)

Key Characteristics of Effective and Ineffective Developmental Interactions

  • Erik R. Eddy, Siena College
  • Caroline P. D'Abate, Skidmore College
  • Scott I. Tannenbaum, The Group for Organizational Effectiveness
  • Susan Givens-Skeaton, Saint Joseph's University
  • Greg Robinson, University of San Francisco

Volume 16 (2004)

Contextual Factors Influencing Informal Learning in a Workplace Setting: The Case of "Reinventing Itself Company"

  • Andrea D. Ellinger, University of Illinois at Urbana-Champaign

Volume 15 (2003)

Determinants of Participation and Nonparticipation in Job-Related Education and Training in Shenzhen, China

  • Jin Xiao, Chinese University of Hong Kong
  • Mun C. Tsang, Teachers College, Columbia University

Volume 14 (2002)

Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry

  • Andrea D. Ellinger, University of Illinois at Urbana-Champaign
  • Alexander E. Ellinger, University of Alabama
  • Scott B. Keller, Michigan State University

Volume 13 (2001)

Matching Training Methods and Factors of Cognitive Ability: A Means to Improve Training Outcomes

  • Shani D. Carter, Center for Management and Technology, Rhode Island College

Volume 12 (2000)

Leadership Styles and Work-Related Values of Managers and Employees of Manufacturing Enterprises in Post-Communist Countries

  • Alexandre Ardichvili, University of Illinois at Urbana-Champaign

Volume 11 (1999)

Development of a Generalized Learning Transfer System Inventory

  • Elwood F. Holton, Louisiana State University
  • Reid A. Bates, Louisiana State University
  • Wendy E. A. Ruona, University of Georgia

Volume 10 (1998)

Leadership and Culture: Work-Related Values and Leadership Styles Among One Company's US and German Telecommunication Employees

  • K. Peter Kuchinke, University of Illinois at Urbana/Champaign

Volume 9 (1997)

Current Status and Future Trends of Diversity Initiatives in the Workplace: Diversity Experts' Perspective

  • Rose Mary Wentling, University of Illinois at Urbana/Champaign
  • Nilda Palma-Rivas, University of Illinois at Urbana/Champaign

Volume 8 (1996)

The Job Training Experiences of Black and White Women, 1970-1991

  • Richard K. Caputo, Barry University
  • Mary Cianni, Barry University

Volume 7 (1995)

How Executive Women Learn Corporate Culture

  • Laura Bierema, Michigan State Universit

Volume 6 (1994)

Managerial Behaviors and Workgroup Climate as Predictors of Employee Outcomes

  • Allan H. Church, W. Warner Burke and Associates

Volume 5 (1993)

Augmenting Behavior-Modeling Training: Testing the Effects of Pre-and-Post-Training Interventions

  • Jon Werner, University of South Carolina
  • Ann O'Leary, Texas A&M University
  • Timothy T. Baldwin, Indiana University
  • Kenneth N. Wexley, Human Resources Decisions, Inc.

Volume 4 (1992)

The Relationship Between Organizational Transfer Climate and Positive Transfer of Training

  • Janice Rouiller, ASTD
  • Irwin Goldstein, University of Maryland

Volume 3 (1991)

A Case Study in Forecasting the Financial Benefits of Unstructured and Structured On-the-Job Training

  • Ronald Jacobs, Ohio State University
  • Michael Jones, Kenworth Truck Company
  • Sue Neil, Paccar, Inc.

Volume 2 (1990)

Organizational Training and Signals of Importance: Linking Pretraining perceptions to Intentions to Transfer

  • Timothy Baldwin, Indiana University
  • Richard Magjuka, Indiana University

Volume 1 (1989)

QWL Improves Worksite Quality: Success Rates in a Large Pool of Studies

  • Robert T. Golembiewski, University of Georgia
  • Ben Chu Sun, National Cheng Chi, Taiwan

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