A Study On The Relationship Among Corporate Culture, Training Practices And Organizational Performance

The 21^st century is a century for the Chinese people. With the intensified competition in the global marketplace, it will be a big challenge for the enterprise to maintain its own competitive advantage. The competitive advantage of a enterprise derives from its human resources. It is also believed that training is viewed as a typical investment tool according to the human capital theory. This study attempts to examine what factors may affect the training practices and organizational performance, and the relationships among them and corporate culture.In this study, we use organizational factors (industries, capital origin, number of employees, duration of enterprises , whether setting up a training unit or department in charge of training affairs, annual hours and expenditure of training per employee) and the corporate culture (types of corporate culture and top management support) as independent variables, the training practices (training needs assessment, planning, implementing and evaluations) as intermediate variables, and organizational performance (financial and non-financial) as dependent variables. Gathering the data from 244 corporations in both Mainland China and Taiwan area, we apply various statistic approaches, such as descriptive statistics, one-way ANOVA, Pearson correlation, canonical correlation, and the LISREL.The results of this search indicate that:1. The analysis of the cross-strait differencesIn corporate culture, the bureaucratic culture and effective culture are the most common types of corporate culture in the cross-strait business , while the innovative culture is the least type.As for top management support, both Mainland China and Taiwan's top management give more support to the training.In training planning, the companies from Mainland area tend to conduct training program by itself; however, those from Taiwan area tend to bring in outside consultants toconduct employee training sessions. In implementations, companies of both Mainland and Taiwan areas tend to use non-digital content for training, revealing that teaching with digital content has not been prevalent yet. In evaluations, companies of both tend to evaluate the effectiveness of training at the reaction level.2.There are significant differences in some training practices among some organizational categories.3. There is significant difference in some training practices among different types of corporate culture. However, There is no significant difference in organizational performance among different types of corporate culture.4. The management support is not significantly related to the training practices. However, we found that the management support is positively related to non-financial performance. Some of the corporate culture dimensions are positively related to some of the training practices and organizational performance. Some of the training practices are positively correlated to organizational performance.5. Training practices has no effect on organizational performance. However, the training practices have positive effects on the training practices and organizational performance.Finally, considering those findings above, we make some suggestions for business implications and further research.