Abstract
On the basis of firm‐level case studies, this paper examines the actual performance of university education and in‐firm training for engineers in large Korean manufacturing firms. University education fails to meet the actual demands for skills at the firm level, while in‐firm training fails to devote sufficient resources to the continuous, lifetime skill formation of engineers. The poor performance of this education is explained by the rigid university administration system in Korea, and worsened by exclusive government intervention. The limitations of in‐firm training are accounted for by several features of corporate management, including the prevail‐ing production strategies and top‐down governance structures inside firms as well as the distinct occupational culture popular among young engineers.
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