If we were to generalize these case-study
data to a larger universe as advanced by
Yin (1994) it would not be unreasonable to
conclude that small organizations quite
naturally, and probably unwittingly, develop
approaches to human resource development
that are located in some guise or other within
the vast array of academic and practitioner
literature on the subject. Each small
organization's model will probably be
unique; it will almost certainly be directed as
much by internal needs as by external
opinion, and it will have been evolved just
sufficiently to provide optimum benefit for
operational and commercial needs