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This research aims to understand whether and how the perceptions that employees build and share over time about training activities and opportunities at work are linked to the knowledge management processes within the organization. This study aims at measuring how different levels of job training satisfaction are linked to employee perceptions of knowledge-sharing (KS) practices at work.

A total of 179 employees from an information and technology firm in Italy took part in the study, by completing questionnaires on job training satisfaction, KS practices and job-related variables (i.e. years of experience, hours of training in the previous year, job role and organizational area of belonging).

Findings showed that high job training satisfaction is related to positive perceptions of KS practices, so that when employees are satisfied with their job training experiences, they are more likely to value and recognize those practices.

The relation between job training satisfaction and KS practices needs to be extended to different sectors and organizations to be generalized.

Training activities within the organization are at the core of knowledge management practices and constitute a main source of sustainable competitive advantage; human resource management should reconsider the importance of monitoring training perceptions inside the organization, to become more conscious of the value and impact of these practices, in particular about training strategies.

Although great attention has been given to single-training satisfaction, only few studies consider the wider impact of job training satisfaction and its possible impact on knowledge sharing.

The purpose of this study is to introduce and validate the concept of training culture defined as a subset of the main organizational culture that allows examining meanings and values attributed to the training within an organization by management and employees.

This study, following the deductive scale development process, examines the theoretical foundation and psychometric properties of the training culture scale (TCS), testing the utility and appropriateness of the measure. The TCS has been designed and developed on three specific dimensions: individual, group and organizational. A confirmatory factorial analysis has been performed to assess the internal structure.

Results confirm the three dimensions initially hypothesized: individual, group and organizational, with good reliability indexes on the three factors.

The implementation of the TCS allows training experts to have a broader understanding of training in the organization and to better tailor the training activities according to the training culture profile of the organization.

Cultural analyses are usually carried out from the managerial perspective. The TCS considers the individual perception, including both management and employees in the definition of a training culture profile that enables the organization to develop more effective strategies for training and development.