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Abstract
Abstract
Purpose: To propose and test a model of learning transfer in MBA, assessing the influence of job autonomy, learning culture, and organizational cynicism on learning transfer.Theoretical Framework: Based on the taxonomy of use of Yelon, Ford, and Bhatia (2014), we developed and tested a learning transfer scale structured in five dimensions: perform, assess, explain, instruct and lead.
Methodology: We conducted a quantitative study with 306 students in the concluding phase and graduates of MBA courses of Brazilian business schools. The data were analyzed using partial least squares structural equations modeling (PLS- SEM).
Results: The results confirmed that learning culture influences learning transfer, while job autonomy and organizational cynicism do not influence it. In addition, we analyzed the influence of five control variables and two of them had weak but significant effects on learning transfer: age and job position of the student.
Practical and Social Implications of the Research: Despite the increase in academic research on learning transfer in recent decades and the growing investments in training and development (T&D) actions by companies at a global level, there is a lack of studies involving long-duration educational programs. So, this study presents an opportunity to investigate how MBA students transfer what they have learned in the course to the work context.
Contributions: This study contributes to the theory by proposing and testing a multidimensional learning transfer scale. The results also revealed that students use what they have learned in MBAs in different ways, showing the contribution of these programs to individuals and organizations.
Keywords: Learning transfer, job autonomy, learning culture, organizational cynicism, MBA.
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