Conditional factors for training activities in Chinese, Indian and Mexican subsidiaries of German companies

Abstract

Purpose The purpose of this paper is to analyse the qualification measures of 12 German multi-national companies (MNCs), all of which are present in China, India and Mexico. In particular, the transfer of dual initial training practices and further training measures are investigated. It examines the impact consistent training strategies across national borders have emerged in German companies or local arrangements have developed despite identical internal influencing factors. Design/methodology/approach Because of its design, the focus is on the external factors that influence the companies’ training measures. However, an exploratory approach was followed. To pursue the research question face-to-face expert interviews were conducted with 46 training managers in 12 active companies in all 3 countries. The interviews were completely transcribed and evaluated using qualitative methods. Findings The analysis shows that it is not internal company factors but country-specific contextual factors that influence training measures and that companies cannot act in the same way worldwide. Research limitations/implications The study is based on 12 MNC and only analyses the blue-collar area. Therefore, it would have to be evaluated whether a similar analysis would result from a survey of other companies in different sectors or whether the differences in terms of training and further training measures would then be even greater. Practical implications The study supports the internationalization strategies of MNC by providing first-hand empirical results concerning recruitment and training of blue colour workers on an intermediate skill level. It gives evidence on the need of national adaptation in the process of transferring training cultures from countries of origin into the host countries. More attention must, therefore, be paid to external factors when developing and implementing training measures. Social implications The economic development in many countries includes an expansion of foreign investments. MNC provides employment and income for workers and their families. However, successful foreign investments also include sustainable recruitment and training strategies of the local workforce. The results of the study support policymakers to guide and support foreign companies to develop successful Human Resource Management strategies in the host countries. Originality/value This paper is original because due to the research design the internal factors are kept largely constant and the external influencing factors are singularly focused in detail. Therefore, this procedure makes it possible to investigate whether consistency training strategies across national borders have emerged in German companies or local arrangements have developed despite identical internal influencing factors.

International transfer of vocational education and training: a literature review

“…Although most comparative VET research has analysed transfer activities at the systemic level, some studies have focused on individual company levels, including those of Aring (2014), Li (2014), Gessler (2017), Wiemann and Pilz (2020), Vogelsang and Pilz (2020), Körbel, Pierenkemper, and Zibrowius (2017), Wiemann (2017), Peters (2018), andHolle (2019). The authors of these scholars have explored the extent to which German multinational companies practice dual vocational training in their subsidiaries abroad, and how this can inform the transferability of German vocational training abroad.…”

“…The findings have also revealed the strong influences of local conditions in this regard. For example, Wiemann and Pilz (2020) explored qualification strategies used by German multinational companies in India, Mexico, and China using both comparative VET research and applying the international human resource management perspective (see also Pilz and Wiemann 2020;Vogelsang and Pilz 2020;Fuchs 2020). They found that even in German companies in foreign countries, the dual training commonly used in Germany is only offered for a few specialists in some larger companies.…”

Measuring Quality in Indian VET Institutions: Development Steps Towards a Framework Adapted to the National Context

“…Institutional quality management based on comprehensive models to initiate and steer educational and organisational development processes, as well as a general "culture of quality", are not well-established in the context of VET in India (Tara et al, 2016). The transfer of educational systems and practices is subject to context-dependent difficulties and obstacles that cause demand for contextualisation (Broadfoot, 2000;Vogelsang & Pilz, 2020). Crossnational policy borrowing frequently involves processes of adaptation (Phillips & Ochs, 2003), and often policies cannot be transferred entirely (Li, 2017;Pilz, 2017).…”

The region matters—for whom? The regional actor network for vocational education and training in tourism of Cancún (Mexico)

“…A comparison between India, Mexico and China illustrates that particularly smaller multinational companies need cooperation partners on a local level to provide training but that these partners must meet different local conditions (Fuchs, 2020; Pilz & Wiemann, 2020). Local conditions can vary, which has an influence on training concepts and thus also on cooperation between actors (Vogelsang & Pilz, 2020). For example, in India, many companies develop their own training concepts, whereas in China companies cooperate more with vocational schools and the German Chamber of Commerce (Pilz, 2016b; Pilz & Li, 2014; Vogelsang & Pilz, 2020).…”

“…Local conditions can vary, which has an influence on training concepts and thus also on cooperation between actors (Vogelsang & Pilz, 2020). For example, in India, many companies develop their own training concepts, whereas in China companies cooperate more with vocational schools and the German Chamber of Commerce (Pilz, 2016b; Pilz & Li, 2014; Vogelsang & Pilz, 2020).…”