Organizations spend as much as US$200 billion annually on training and development; however, much of this investment appears squandered on ill-conceived or poorly implemented interventions. Scholars have pondered the causes of failed training for decades, focusing on issues such as methods, program design, and trainee characteristics. Recent interest in the role of organizational context rarely extends to organizational culture. The purpose of this article is to explore the relationship between training failure and the manifestations of various levels of culture. (Contains 1 table and 1 figure.)