This document contains four papers from a symposium on integrating learning and performance in human resource development (HRD). "Action Imperatives that Impact Knowledge Performance and Financial Performance in the Learning Organization: An Exploratory Model" (Gary L. Selden, Karen E. Watkins, Thomas Valentine, Victoria J. Marsick) determined how characteristics of learning organizations affect knowledge and financial performance in family-run companies. "The Relationship between Individual and Collective Learning in the Learning Organization: Its Role and Effect in Defining the Profession of HRD" (Sharon J. Confessore, Douglas H. Smith) presents four postulates proposing that learning is a social activity that can be accomplished both individually and collectively. "Human Resource Development's Role in Supporting and Shaping Strategic Organizational Planning" (Richard A. Swanson, Susan A. Lynham, Wendy E.A. Ruona, Joanne M. Provo) is a theory-building effort that examines the relationship between scenario building and strategic planning and HRD's contributions to these components of organizational planning. "Integrating Learning and Performance Domains in HRD Theory" (Elwood F. Holton III) presents a model showing that narrow definitions of performance or learning are flawed and have resulted in an artificial distinction between the two. (KC)