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Organizational culture for training transfer: the mediating role of motivation

Dhruba Kumar Gautam (Faculty of Management, Tribhuvan University, Kirtipur, Nepal and Nepalese Academy of Management, Kathmandu, Nepal)
Dinesh Basnet (Faculty of Management, Tribhuvan University, Kirtipur, Nepal)

International Journal of Organizational Analysis

ISSN: 1934-8835

Article publication date: 17 August 2020

Issue publication date: 7 May 2021




The purpose of this study is to examine the mediating effect of motivation to transfer training in between five dimensions of organizational culture and training transfer.


This paper followed a positivist epistemology to understand the factors associated with training transfer. The descriptive and causal research design was used for data analysis. A proportionate stratified random sample of 150 faculties responded to a self-administered questionnaire. Hierarchical regression analyses were performed to examine the hypotheses.


The results show that motivation to transfer training partially mediates the relationship between the four dimensions of organizational culture (i.e. job challenge, communication, innovation and social cohesion) and training transfer. Further, the results also show the relation between trust and training transfer is fully mediated by the motivation to transfer training.

Practical implications

For better training transfer higher education sector ought to consider organizational related factors such as organizational culture, rather than only focusing on individual-related factors. The education sector would have strengthened each dimension of organizational culture to motivate the faculties for training transfer.


Organizational culture dimensions (job challenge, communication, trust, innovation and social cohesion) are the essential dimensions for training transfer which are less prioritized despite their importance.



Gautam, D.K. and Basnet, D. (2021), "Organizational culture for training transfer: the mediating role of motivation", International Journal of Organizational Analysis, Vol. 29 No. 3, pp. 769-787.



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