Although billions of dollars are spent annually on training and development, much about the transfer processes is not well understood. This study investigated the interaction of workplace climate and peer support on the transfer of learning in a corporate field setting. Supervisor ratings of performance on several skill dimensions were obtained…

An ethnographic study of 24 office workers trained in supervisory skills used heuristic elicitation methodology. Workplace design was a key organizational factor impeding or facilitating transfer of training. Design features that did not support privacy were the most frequent impediment. Management support was also an important factor. (Contains…

Of a group of 91 trainees, 35 had a pretraining expectations discussion and posttraining follow-up with their managers and 35 did not. Those who received management support had significantly higher transfer and a more positive perception of the forces in the work environment encouraging transfer. (SK)

After 267 workers were trained, one group received goal-setting training, a second group self-management training, and a third no additional training. Goal setting improved perceptions of transfer; both interventions were more effective in supportive work environments. (Dale M. Brethower's invited reaction critiques the study from the perspective…

Four conclusions were reached through case studies of four production improvement teams: (1) collective production of new knowledge requires active and reflective work; (2) members with insufficient formal power have difficulties with such work; (3) technical knowledge production occurs only when power differences are controlled; and (4) social…

Organizations invest a significant amount of time and money on management and supervisory training programs. The intent of this study was to examine the relationship between four specific work-environment factors (organization support, supervisor support, peer support, and participation in a peer support network) and transfer of training at…

The Learning Transfer System Inventory (LTSI) was developed to identify a select set of factors with the potential to substantially enhance or inhibit transfer of learning to the work environment. It has undergone a variety of validation studies, including construct, criterion, and crosscultural studies. However, the convergent and divergent…

This study examined how the extent to which managers engaged in informal learning, perceptions of support in the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core managerial skills. The results suggested that informal learning is predominantly a social process and that managers with high…