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Multinational Enterprises & Training

Creating ongoing opportunities for human capital development is critical to sustained gains in productivity and economic growth.  In an era of limited public funds and increasing demands on government administrative capacity, learning more about enterprise-based training is important. Furthermore, focusing on the skill requirements and training policies of multinational enterprises (MNEs) should lead to a better understanding of new competencies and modes of training delivery most relevant for the knowledge economy.  Finally, it is useful to explore the growing attention to corporate social responsibility as a possible motivation for MNEs to contribute to human capital development in low income countries.

MNE Cases Studies

MNEs & Training Revisited: Do International Standards Matter? (286kb pdf) features empirical analysis of recent firm surveys to identify the determinants of training behavior, including ISO certification.

Human Resources and Foreign Direct Investment with a Focus on the Electronics and Garment Industries (138kb pdf) explores the literature on FDI and human capital, focusing on the garment and textile and electronics industries.

Analysis of Corporate Social Responsibility Training Initiatives in Multinational Enterprises: The Challenge of Localizing CSR (241kb pdf) lays out a framework for understanding training initiatives in the context of corporate social responsibility. It then examines a number of corporate examples in developing countries.

The Role of Multinational Firms in Strengthening the Societal Fabric of Capability Development: A Case in Point (182kb pdf) explores the well-known example of the high technology American company Intel building a major processing plant in Costa Rica from the perspective of human capital development. It looks at the training initiatives that Intel undertook, including those done in partnership with the government.

Training Practices of German Enterprises in Developing Countries (541kb pdf) examines the training practices of Siemans and Daimler-Chrysler in their overseas operations, including their experiences with apprenticeship programs.

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