This mixed method study examines HRD professionals' decision-making processes when making an organizational purchase of training. The study uses a case approach with a degrees of freedom analysis. The data to analyze will examine how HRD professionals in manufacturing select outside vendors human resource development programs for training, coaching, and developing employees. The purpose of this study is to better understand how HRD professionals select training once the decision has been made to purchase rather than design internally. Specifically, the study will (a) Identify the theory (rational, bounded rationality, political, or garbage can) that best describes HRD professionals decision-making in relation to external vendor use for training and development; (b) Describe the counts on a prediction matrix based on theories of decision-making regarding how HRD professionals select external vendors for training and development; and (c) Describe the process used in relation to the theory most often used by HRD professionals when deciding which external vendor to use for training and development. This study uses a case study research design with a degrees of freedom analysis (DFA) approach. The DFA was used to create a prediction matrix that sorted decisions on which vendors to use into four decision-making models: the rational model, bounded rationality model, political model, and garbage can model. (Abstract shortened by ProQuest.). [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]