The role of national values in organizational training: A comparative study in 16 countries

This study explored the influence of national values on formal indicators of organizational training, while considering the added effect of key organizational characteristics (size, technological level, and sector). Data from 5,894 organizations in 16 countries have been obtained for this study, using the database of CRANET (Cross-country HRM research). Data on cultural values were taken from the GLOBE (Global Leadership and Organizational Effectiveness) study and assigned to organizations respectively. Results showed that national values explained training indicators, confirming all study hypotheses. Generally, values such as low power distance, high future orientation, and high uncertainty avoidance explained increased investment in training. High collectivism explained higher emphasis on organizational needs and low emphasis on personal needs. Organizational characteristics were also related to training: large organizations in high technology tended to invest in training more than their small-size and lowtechnology counterparts. The direction of the effect of sector on training was inconclusive. All three organizational background characteristics interacted with national values, so that generally the above relationships between national values and training indicators were more pronounced in the presence of service sector, high technology, and large size (except for the relationship between collectivism and organizational needs, which was more pronounced in low-tech organizations). The implications of these results are particularly relevant to international organizations, which tend to emphasize global organizational culture and standard organizational practices. Design of training policy and practices should take into consideration contextual values and their interaction with organizational characteristics.