Abstract
This paper reports findings from a study of cultural constraints that affect the effectiveness of HRD practices in the Côte d'Ivoire, a West African nation undergoing large-scale economic change. The study's aim was to uncover the perspectives of local nationals who would model and lead reform efforts. Theoretically, the research was grounded in doctrines of cultural relativism, psychological ownership, and organizational trust and change and designed to add knowledge about the transfer of cross-cultural HRD models.
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