The Transferability of Management Training and Development: The Case of Hong Kong

Abstract

T he purpose of this paper is to critically review the role of culture as apotential barrier to the transferability of management training anddevelopment. The paper therefore seeks to summarise the relevantliterature and, in doing so, to transcend the dichotomy of the 'culture-free'and 'culture-determinist' positions and the presentation of culture as asimple and undifferentiated 'barrier.' From our literature review and training experience in this area we develop a model of three different levels ofcultural effect: the level of training/learning style, the level of values, and thelevel of cognition. The paper then attempts to illustrate the operation ofthese levels as barriers to the successful implementation of a training anddevelopment intervention in Hong Kong. Finally, an agenda for futureresearch on this im portant topic for trainers in South East Asia is suggested.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 19 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.