Discusses the similarities and differences in the ways in which the training and development function is managed in multinational corporations (MNCs). Presents a comparative analysis (at three levels: international, industry and enterprise, with emphasis on enterprise) of enterprise‐based training in the UK and Australia, set in the context of the food and drink industry; and some of the government policies that affect the industry. Includes case studies of MNCs that operate in both countries, giving details of training strategies. Concludes that similarities in training and development strategies outweigh the differences; contrary to previous studies which draw attention to the differences between organizations and industries. Points out the relevance to managers and researchers who have an interest in the human resource management function in large organizations that operate across borders.
Journal of European Industrial Training – Emerald Publishing
Published: Apr 1, 1997
Keywords: Australia; Food industry; Multinationals; Training; United Kingdom
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