Organizational training across cultures: variations in practices and attitudes Abderrahman Hassi Algonquin College, Ottawa, Canada, and Giovanna Storti Department of Continuing Education, La Cite ´ colle ´giale, Ottawa, Canada, and Federal Department of Human Resources and Skills Development, Ottawa, Canada Abstract Purpose – The purpose of this paper is to provide a synthesis based on a review of the existing literature with respect to the variations in training practices and attitudes across national cultures. Design/methodology/approach – A content analysis technique was adopted with a comparative cross-cultural management perspective as a backdrop to address the occurrence of differences in practices and attitudes across various national cultures. Findings – Most of the extant literature remains distant from providing a systematic and analytical repertoire on the subject. In efforts to bridge this gap, a synthesis of the literature has been elaborated, identifying a range of variations that have been grouped around the following categories: importance of organizational training; access to organizational training; different types of training provided to employees; actors involved in organizational training; and organizational support for training. Research limitations/implications – The heterogeneity of the literature impeded the use of a theoretical training management framework for the present review. Practical implications – Organizations operating overseas and HRM/HRD practitioners should consider the complexity of diverse cultural differences, while managing employee training in culturally diverse settings. Nations ought to be aware of training practices abroad to observe trends and changes caused by globalization, as they may influence the shaping of national training practices and regulations. From a theoretical point of view, it is important to undertake conclusive research by further examining training practices and attitudes through the various national cultures with the objective of better circumventing the differences and by highlighting their prominent characteristics and implications. Originality/value – The present contribution is the first documented synthesis of the literature on the subject. Keywords Training, National cultures, Human resource management, Attitudes, Working practices, Cross cultural studies Paper type Literature review The current issue and full text archive of this journal is available at www.emeraldinsight.com/0309-0590.htm The authors would like to thank the editors of the Journal of European Industrial Training, Dr Ronan Carbery and Professor Thomas Garavan, as well as the anonymous reviewers, for their insightful comments and suggestions. Organizational training across cultures 45 Received 14 December 2009 Revised 27 April 2010 Accepted 28 June 2010 Journal of European Industrial Training Vol. 35 No. 1, 2011 pp. 45-70 q Emerald Group Publishing Limited 0309-0590 DOI 10.1108/03090591111095736