How do<scp>HRD</scp>professionals and business managers interact in organizing<scp>HRD</scp>activities?

Human resource development (HRD) has traditionally been seen as the main driver behind people-centered developmental activities such learning and development, organization career development. However, role of HRD professionals stakeholder questioned more have integrated into a broad range leadership supervisory roles within organization. The question arises: How do business managers interact in organizing activities? Building on structure actor theories theoretical foundation, study combines deductive inductive data analysis semi-structured interviews to review involved six different organizations USA. Our findings show that while training does not appear any HR-related job titles, term “training” is common managers' titles describing their link activities. When those activities, engage extensively emergent partnering structures. While some are actors networks, drive others. We discuss commingling its impact network. paper closes with discussion research limitations, future research, implications for practice.