International Training and Development

Abstract

While the importance of training and development in international companies is readily acknowledged, little empirical research exists beyond cross-cultural training. This study examines the relationship between U.S. companies' strategic international human resource management (SIHRM) orientation and training and development practices used at their Mexican affiliates. Results indicate that significant relationships exist between a company's SIHRM orientation and degree of use of various training methods at the affiliate level and rotation of managers among affiliates. Further, findings suggest specific training methods are consistent with a firm's SIHRM orientation.