ABSTRACT
This chapter offers a starting point for new research and theory regarding the unintended organizational consequences of technology training and other forms of training as well. It discusses the generalizability of one proposition and highlights the distinctive elements of one perspective for the conceptualization and study of organizational training. It also focuses on existing research and theory describing the variable effects of computerized technology implementation across settings. Quantitative studies of technology implementation, although more limited in number than qualitative studies of the topic, have also underscored the importance of training for effective computerized technology implementation. The chapter offers a novel approach to training evaluation and effectiveness. Employees acquire new skills in training, as well as new attitudes and interpretations. Traditional training models urge training designers to conduct job and organizational analyses prior to designing the training program.
