To read this content please select one of the options below:

Volition to transfer: mastering obstacles in training transfer

Christian Seiberling (Technical University Braunschweig, Braunschweig, Germany)
Simone Kauffeld (Technical University Braunschweig, Braunschweig, Germany)

Personnel Review

ISSN: 0048-3486

Article publication date: 5 June 2017




The purpose of this paper is to seek a better understanding of the role of volition in the learning transfer system beyond the well-established concept of motivation to transfer.


Participants of a two-day leadership training were asked to complete two online questionnaires (t1 directly after training, t2 eight weeks after training). In total, 891 managers answered the first questionnaire, 465 the second.


Confirmatory factor analysis suggests that motivation and volition to transfer are perceived as two different constructs. Hierarchical linear regression shows that additional variance in training transfer can be explained when volition to transfer is taken into account. Structural equation models and bootstrap analysis suggest that both motivation and volition to transfer mediate effects of supervisor support and trainer performance on training transfer.

Research limitations/implications

The results imply that besides motivation to transfer, volition to transfer may be a relevant construct in the transfer of training. It remains to be tested how far these findings can be generalized to other training settings beside leadership trainings.

Practical implications

Organizations aiming at improving training transfer should focus on enhancing the participants’ motivation and volition to transfer. Both trainers and supervisors seem to promote transfer of training by influencing a trainee’s motivation to transfer and volition to transfer.


To the authors’ knowledge, this is the first study to systematically examine the role of volition in training transfer.



Seiberling, C. and Kauffeld, S. (2017), "Volition to transfer: mastering obstacles in training transfer", Personnel Review, Vol. 46 No. 4, pp. 809-823.



Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

Related articles