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

Department of business and Management, at City Polytechnic of Hong Kong

Sara F.Y. Tang

Department of business and Management, at City Polytechnic of Hong Kong

Shae Wan Chaw

Department of Applied Social Studies at Hong Kong Polytechnic

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.

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