Purpose Drawing on social identity theory and the concept of perceived organizational support, the authors conducted an online, exploratory survey of 150 lesbian, gay, bisexual, and transgender (LGBT) workers in 28 countries to examine whether being LGBT provides a unique perspective in the workplace, if they perceive their employer appreciates this perspective, and what effects this has on perceived discrimination and perceived career advancement. Collectively these questions have implications for work engagement and career prospects of LGBT workers. The paper aims to discuss these issues. Design/methodology/approach Multiple regression and qualitative analyses were used to analyze Likert scale questions along with open-ended options. Findings The majority of respondents agree that being LGBT offers a unique perspective compared to heterosexual workers. The more respondents agree that they have a different perspective, the more they feel discriminated against. After controlling for demographic variables as well as education, tenure, job level, and disclosure, hierarchical linear regression analyses showed offering a unique perspective increases perceived career advantages. Results also showed increased perceived career advantages if the employer appreciates this perspective. Results of a second regression analysis also showed that a unique perspective is associated with more perceived discrimination, unless their employer appreciates this perspective. Research limitations/implications Although single-item measures and a small international sample limit generalizability, rich qualitative responses provide insights into LGBT attitudes across multiple countries. Practical implications This study can be applied to future understandings of the diverse nature of LGBT perceptions and attitudes in the workplace. Social implications This is one of the first studies to examine LGBT perceptions that they possess a unique perspective that should be valued by employers. Originality/value This exploratory study is one of the first to recognize unique LGBT perspectives and examine the relationship between their perspectives and perceived discrimination and career advantages.

While traditional models of training such as behavioral modeling (BMT) have been found to enhance training transfer, research suggests that more active learning strategies such as error management (EMT) and team‐based learning (TBL) may be more effective. This paper analyzes BMT, EMT and TBL strategies to train employees on new enterprise resources planning (ERP) software and discusses which training leads to successful procedural and declarative knowledge transfer, knowledge retention and application, and tangible business outcomes. TBL was predicted to be the most effective training type, as it models several components needed to use ERP software in the actual job setting. Overall and procedural knowledge as well as knowledge application scores improved most for TBL participants, while declarative knowledge improved the most in the EMT condition. During training, all conditions showed significant improvement in knowledge application; however, the TBL condition showed the highest knowledge application gains. This paper discusses the elements of TBL that support its use as an effective strategy to increase knowledge transfer in an organizational context.

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