Journal of World Business
Volume 39, Issue 4, November 2004, Pages 308–310
Editorial
 

Chris Rowley(a), (b), , , Malcolm Warner(c)
a Cass Business School, City University, London, UK
b Korea University Business School, Seoul, South Korea
c Judge Institute of Management, University of Cambridge, Trumpington Street, Cambridge CB2 1AG, UK
http://dx.doi.org/10.1016/j.jwb.2004.08.011

Introduction
As we approach the mid-point of the first decade of the 21st century the area of human resource development (HRD) – training and development (T&D) – has become ever more important to businesses and policy makers. This is especially the case in Asia as two of its largest economies (Japan, South Korea), have few other natural resources. Companies in these countries face a range of pressures and ways to compete with profound implications for HRD. The use of human resources (HR) and HR management (HRM) systems, albeit they are varied, are an integral part of this area of HRD. These have implications for not only governments and policy makers, but also management and individuals.