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.

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