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

Abstract

The purpose of this paper is to critically review the role of culture as a potential barrier to the transferability of management training and development. The paper therefore seeks to summarise the relevant literature and, in doing so, to transcend the dichotomy of the 'culture-free' and 'culture-determinist' positions and the presentation of culture as a simple and undifferentiated 'barrier.' From our literature review and train ing experience in this area we develop a model of three different levels ofcul tural effect: the level of training/learning style, the level of values, and the level of cognition. The paper then attempts to illustrate the operation of these levels as barriers to the successful implementation of a training and development intervention in Hong Kong. Finally, an agenda for future research on this im portant topic for trainers in South East Asia is suggested.