Strategic human resource development in times of business and economic uncertainty: the case of Greek banks

Purpose This paper aims to operationalise a modified strategic human resource development (SHRD) framework examine managerial perceptions of the embeddedness (HRD) in organisations times business and economic uncertainty. Design/methodology/approach The draws on qualitative research data, following case-study design semi-structured interviews with 44 participants enable an in-depth investigation perspectives. Findings Research findings outline complexities both understanding operationalising SHRD crisis which flow from differing viewpoints. limitations/implications conclusions are subject “respondent bias” as events occurred several years ago, thus may not fully recall how has changed over time. Focussing unique industrial sector, well specific national context, limits generalisation comparative contexts. Practical implications Owing ongoing uncertainty, this study could serve powerful tool at hands HRD professionals effectively assess nature their interventions organisations. Originality/value Having assessed volatile, uncertain, complex ambiguous contexts, reality is examined. In addition, focussing single sector overcomes “one-size fits all” proposition prominent models. Finally, expands literature by examining perspectives into understudied