Organizational training across cultures: variations in practices and attitudes

Organizational training across cultures: variations in practices and attitudes Purpose – The purpose of this paper is to provide a synthesis based on a review of the existing literature with respect to the variations in training practices and attitudes across national cultures. Design/methodology/approach – A content analysis technique was adopted with a comparative cross‐cultural management perspective as a backdrop to address the occurrence of differences in practices and attitudes across various national cultures. Findings – Most of the extant literature remains distant from providing a systematic and analytical repertoire on the subject. In efforts to bridge this gap, a synthesis of the literature has been elaborated, identifying a range of variations that have been grouped around the following categories: importance of organizational training; access to organizational training; different types of training provided to employees; actors involved in organizational training; and organizational support for training. Research limitations/implications – The heterogeneity of the literature impeded the use of a theoretical training management framework for the present review. Practical implications – Organizations operating overseas and HRM/HRD practitioners should consider the complexity of diverse cultural differences, while managing employee training in culturally diverse settings. Nations ought to be aware of training practices abroad to observe trends and changes caused by globalization, as they may influence the shaping of national training practices and regulations. From a theoretical point of view, it is important to undertake conclusive research by further examining training practices and attitudes through the various national cultures with the objective of better circumventing the differences and by highlighting their prominent characteristics and implications. Originality/value – The present contribution is the first documented synthesis of the literature on the subject. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

Organizational training across cultures: variations in practices and attitudes

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0590
D.O.I.
10.1108/03090591111095736
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide a synthesis based on a review of the existing literature with respect to the variations in training practices and attitudes across national cultures. Design/methodology/approach – A content analysis technique was adopted with a comparative cross‐cultural management perspective as a backdrop to address the occurrence of differences in practices and attitudes across various national cultures. Findings – Most of the extant literature remains distant from providing a systematic and analytical repertoire on the subject. In efforts to bridge this gap, a synthesis of the literature has been elaborated, identifying a range of variations that have been grouped around the following categories: importance of organizational training; access to organizational training; different types of training provided to employees; actors involved in organizational training; and organizational support for training. Research limitations/implications – The heterogeneity of the literature impeded the use of a theoretical training management framework for the present review. Practical implications – Organizations operating overseas and HRM/HRD practitioners should consider the complexity of diverse cultural differences, while managing employee training in culturally diverse settings. Nations ought to be aware of training practices abroad to observe trends and changes caused by globalization, as they may influence the shaping of national training practices and regulations. From a theoretical point of view, it is important to undertake conclusive research by further examining training practices and attitudes through the various national cultures with the objective of better circumventing the differences and by highlighting their prominent characteristics and implications. Originality/value – The present contribution is the first documented synthesis of the literature on the subject.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Jan 25, 2011

Keywords: Training; National cultures; Human resource management; Attitudes; Working practices; Cross cultural studies

References

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