International training and management development: theory and reality

Purpose This article aims to outline the theoretical perspectives of international training and development and examine how theoretical frameworks have been implemented by practitioners. Design/methodology/approach Literature review. Findings There appears to be a considerable gap between academic theories and multinational enterprises’ (MNEs’) practices. MNEs pay little attention to international training and management development. Ineffective international training and management development have a considerably adverse impact on MNEs. Practical implications In order to succeed in a globally competitive environment MNEs need to effectively train expatriates and their spouses, host‐country nationals (HCNs) and third‐country nationals (TCNs), and develop and nurture a truly global management team. Originality/value This paper systematically reviews the existing literature and reveals a considerable gap between academic theories and MNEs’ practices.