The social context of training: coworker, supervisor, or organizational support?

Purpose The purpose of this paper is to expand existing tests of what drives training transfer, by including support originating from three sources, i.e. one's coworkers, supervisor, and organization. Design/methodology/approach The results are based on a sample of trainees attending professional development programs in one organization in the USA. Findings Coworkers emerge as important, yet neglected, resources employees can draw on as support for both maintaining skills and transferring them to a workplace setting. Practical implications If the results are supported in other studies, more attention should be given to coworker support interventions. Originality/value The study provides a first test of the extent to which support originating from three different sources (i.e. coworkers, supervisor, and organization) is related to maintaining and transferring skills acquired during training.