The conditions for successful knowledge transfer in development‐aid training programs

Abstract

The shortage of qualified human capital is a major impediment to development. In the field of international development cooperation, training programs (TPs) have been widely employed to enhance the capacity of workforces in developing countries. This paper investigates the conditions in which these programs can contribute not only to individual human resource development but also to organization-level reform and innovation in developing countries. The methods were regression analyses of training monitoring records as well as follow-up e-mail interviews with former participants of information and communication technology TPs sponsored by the Japanese International Cooperation Agency. The research reveals that bilateral communication between training participants and the home organizations during the training plays a key role in increasing the probability of successful organization-level transfer of individual-level learning, irrespective of the original level of organization's absorptive capacity. The researchers examine the differences in transfer factors between the development aid context in their research and the paradigm case of the business organization found in much of the transfer literature.

Knowledge Transfer in the Automotive Industry: The Case of JICA’s Project for Automotive Supply Chain Development in Mexico

“…In 2016, jica counted with 549 technical cooperation ongoing projects in 88 countries (Japan International Coopera-tion Agency, 2017). Traditionally, jica's tps had the goal to impact trainees at the individual level; however, since 2012 the agency's goals have shifted to enable environments that impact at the organizational level (Mikami & Furukawa, 2014).…”

“…Empirical studies evaluating the impact of tps have followed an inter-disciplinary approach from areas such as labor economics, business administration and development studies (Mikami & Furukawa, 2014). Labor economics studies have focused on the interactions between firms and employees and the general cots of training.…”

“…Also, even when trainees are effectively transferred knowledge, there seems to be tendency for them to leave the organization after training, searching for higher wages and better working conditions leaving the organizations worst off and aggravating the brain drain problem in developing countries. Mikami and Furukawa (2014) argue that three factors seem to matter in training effectiveness, including trainee characteristics, training design and work environment.…”

“…This resulted in an overall increase of total rice production for households of participants and non-participants. Mikami and Furukawa (2014) analyzed the impact of jica training of public servants and found that efficient bilateral communication between trainees and their dispatch organization plays a key role in successfully transferring individual-level learning to the organizational-level.…”

Work Environment and Training Transfer Intentions: Does Organizational Justice Moderate Their Relationship?

“…The current study adds value to the existing literature as it is conducted in textile organizations that contribute more than 60 % in total export of Pakistan (Shafiq et al, 2019). Currently, these organizations are facing various challenges and most importantly shortage of skillful human resources and lower employee productivity (Iqbal Chaudhry & Azam Roomi, 2010; Mikami & Furukawa, 2018). To cope with these challenges, these organizations have considered the significance of training and a large numbers of international and local agencies (e.g., Japan International Cooperation Agency, National Productivity Organization, and All Pakistan Textile Mills Association) are providing training in these organizations (All Pakistan Textile Mills Association, 2019; Mikami & Furukawa, 2018; National Productivity Organization, 2018).…”