35 Corporate University Theory and Practice: the Case of Platt University, USA

Abstract

Corporate universities (CUs) have been in existence in the United States since the early 1900s. There is, however, little empirical research on these types of organizations. This study focused on identifying the operational factors of an existing electrical wholesale distributor’s corporate university, using a previously described theoretical model. The major research question was: What are the operational factors associated with this particular CU? Applying a bounded case-study approach, data were collected from 62 in-person interviews with executives, employees and vendors; classroom observations; and reviews of available documents. Trustworthiness was ensured by using triangulation, member checking, and expert peer review. Results revealed some consistency with the theoretical model; however, a new profile and new factors were identified. These included: (a) new profile of leaders-as-teachers, and five new factors: (b) partnerships with vendors, (c) partnerships with outside organizations, (d) use of course prerequisites, (e) time for required training, and (f) the integrated systems model. The results of this study may assist other HRD practitioners and CU Directors in making informed decisions concerning their workplace training efforts, specifically regarding the use of leaders as teachers and the strategic role that can be played by a CU in creating a competitive advantage in the workplace. In addition, suggestions for future research are provided.