The Palgrave Handbook of Critical Human Resource Development

1. Critical and social justice perspectives in human resource development.- 2. Power, privilege, and identity.- 3. Morality and ethics.- 4. Ideology.- 5. Context.- 6. Theorizing culture and communication.- 7. Understanding organizing through storytelling about diversity and difference.- 8. Reflecting on leadership, leading, and leaders.- 9. Reconceptualizing the "organization" and what it means to organize.- 10. Applying technology to organize and resist for social justice.- 11. Theorizing community, intersectionality, and social justice.- 12. Understanding workplace microaggressions, discrimination, civility, and bullying.- 13. Reflecting on relationships, networking, and perceived employability.- 14. Reconceptualizing human capital theory: Defining "expertise" on the global stage.- 15. Applying emotions to reframe employee engagement.- 16. Theorizing learning, knowing, and resisting in spaces of organizing.- 17. Understanding diversity intelligence to enhance individualand organizational learning.- 18. Reflecting on new, emerging, and alternative forms of learning and knowing.- 19. Reconceptualizing performance, learning, and knowing.- 20. Applying learning and knowing to understand, navigate, and develop movements for social justice.- 21. Theorizing the dialectic of critical and radical approaches to change in spaces of organizing.- 22. Understanding the importance of diversity, inclusion, and social justice in facilitating ethical change.- 23. Reflecting on the sustainability of inclusive change.- 24. Reconceptualizing the source and labor of change in spaces of organizing.- 25. Applying critical perspectives to transform consulting.- 26. Theorizing the role of ally attitudes and behaviors in shaping inclusive spaces of organizing.- 27. Understanding the emotional cost and economic value of resistance and advocacy.- 28. Reflecting upon the rise, fall, and re-emergence of unions.- 29. Reconceptualizing the modes and spaces of advocacy.- 30.

Joshua C. Collins is Associate Professor of Organizational Leadership, Policy, and Development at the University of Minnesota-Twin Cities, USA.

Jamie L. Callahan is Professor of Organization and Ethics at Durham University Business School, UK.