Organizational training across cultures: variations in practices and attitudes

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.

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.

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.

The heterogeneity of the literature impeded the use of a theoretical training management framework for the present review.

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.

The present contribution is the first documented synthesis of the literature on the subject.