Management training: An impact theory

Abstract

Abstract A theory of the impact of management training on organizational performance has been constructed according to Dubin's theory‐building process (1978). To develop and validate the theory, a review of the literature on the transfer of training and its impact, a case‐study methodology including focus group interviews with managers in a Fortune 500 company, and structured evaluations by panels of management and training experts were used. The proposed theory expands upon previous conceptualizations of impact by exploring the relationships between learning experience, individual characteristics, and work environment. The theory‐building process details the transformation and combination of these variables into testable hypotheses to predict the impact of training variables on organizational performance.

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