ABSTRACT
This concluding chapter reviews the theoretical developments and empirical evidence from the volume’s chapters, highlighting the diversity of HRD themes that have been tackled using identity lenses and the new insights for scholarship and practice that have emerged. The typology of identity lenses and tools developed in the volume’s introductory chapter is re-assessed from the perspective of HRD themes and it is seen how, across the book’s chapters, most of the lenses have been proved useful in providing new insights into established HRD themes and in bringing newer themes within the remit of HRD. It is also seen how drawing upon identity theorising enables HRD professionals to reflexively examine their sense-of-self and to enhance their organisational credibility and effectiveness: to become and to be less managerial and more professional. The chapter points to areas where HRD scholarship has yet to realise the potential of identity theorising. Finally, generic implications for HRD policy and practice are proposed.
