Dr. Andrea D. Ellinger

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Teaching and Research Interests

• Informal workplace learning
• Coaching and Mentoring
• Organizational Learning and the Learning Organization
   

Narrative Biography:

My passion and long-term research agenda has been to understand how managers and leaders serve as facilitators of learning within learning-oriented organizational contexts. My research has focused on examining the informal learning behaviors that managers and leaders enact, the catalysts for learning, beliefs associated with such behaviors, and the outcomes of learning episodes at the individual, and organizational levels. This main area of research has resulted in subsequent streams of inquiry related to assessing the learning organization concept and financial performance, creating managerial and supervisory coaching behavior measures and examining the relationships between such coaching and job satisfaction and performance. More recently, my research has sought to understand the organizational contextual factors that shape informal workplace learning and the facilitation of informal workplace learning within learning-oriented organizations. My long-term research goals relate to building a more comprehensive understanding of managerial coaching behavior, and a deeper examination of the learning organization concept as a performance enhancing organizational change endeavor.
 

Recent Publications and Presentations:

• Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003). Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Quarterly, 14(4), 435-458.
   
• Ellinger, A. D. (2005). Contextual factors influencing informal learning in the workplace setting: The case of ‘reinventing itself company.’ Human Resource Development Quarterly, 16(3), 389-415.
   
• Ellinger, A. D., & Cseh, M. (2007). Contextual factors influencing the facilitation of other’s learning through everyday work experiences. Journal of Workplace Learning, 19(7), 435-452.
   
• Ellinger, A. D., Hamlin, R. G., & Beattie, R. S. (2008). Behavioural indicators of ineffective managerial coaching: A cross-national study. Journal of European Industrial Training, 32(4), 435-458.
   
• Ellinger, A. E., Elmadag, A. B., & Ellinger, A. D. (2007). An examination of organization’s frontline service employee development practices. Human Resource Development Quarterly, 18(3), 293-314.
   
• Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2008). The emergent coaching industry: A wake-up call for hrd professionals. Human Resource Development International, 11(3), 287-305.
   
• RHamlin, R. G., Ellinger, A. D., & Beattie, R. S. (In Press). Toward a profession of coaching? A definitional examination of 'coaching,' organization development,' and 'human resource development.' International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.
  
  
• Wang, Y., & Ellinger, A. D. (In Press). Examining the relationship between information acquisition, entrepreneurial opportunity recognition, and innovation performance through the development and validation of an instrument to measure information acquisition in the high technology sector in Taiwan. The International Journal of Entrepreneurship and Innovation Management7.
   
• Wang, Y., & Ellinger, A. D. (Forthcoming). The development of an instrument to assess information acquisition activities: Implications for workplace and organizational learning. Chapter submitted to Routledge book series, ‘Studies in HRD’.
  
  

The University of Texas at Tyler
School of Human Resource Development and Technology
3900 University Blvd.
Tyler, TX 75799

Ph: 903.566.7310
903.565.5650 (fax)

 

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