International training and management development: theory and reality
Abstract
Purpose
This article aims to outline the theoretical perspectives of international training and development and examine how theoretical frameworks have been implemented by practitioners.
Design/methodology/approach
Literature review.
Findings
There appears to be a considerable gap between academic theories and multinational enterprises’ (MNEs’) practices. MNEs pay little attention to international training and management development. Ineffective international training and management development have a considerably adverse impact on MNEs.
Practical implications
In order to succeed in a globally competitive environment MNEs need to effectively train expatriates and their spouses, host‐country nationals (HCNs) and third‐country nationals (TCNs), and develop and nurture a truly global management team.
Originality/value
This paper systematically reviews the existing literature and reveals a considerable gap between academic theories and MNEs’ practices.
Keywords
Citation
Shen, J. (2005), "International training and management development: theory and reality", Journal of Management Development, Vol. 24 No. 7, pp. 656-666. https://doi.org/10.1108/02621710510608786
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited