Employee Training, Types of Activity, and Prevention of Opportunistic Behaviour

In today’s world, characterised by rapid technological advances, particularly in AI, companies are compelled to acquire knowledge through employee training. This article seeks to empirically validate four hypotheses derived from a theoretical model identifying key factors firms should consider when investing in training. The hypotheses concern the most suitable type of knowledge for companies to invest in, according to their production processes, as well as the mechanisms for preventing opportunistic behaviour by trained employees. Cross-frequency tables are analysed using data obtained from a sample of 105 Mexican companies operating in both manufacturing and services sectors, representing an appropriate approach given the nature of the data. The results partially support the model. Manufacturing firms tend to train employees in specific skills and use simultaneous training to prevent opportunistic behaviour, whereas companies with heterogeneous production processes predominantly invest in general knowledge. However, firms providing professional services invest more in general knowledge than predicted by the model, contrasting with evidence from Spanish companies in the same industry. These findings suggest that the model should be refined to account for the possible complementarity between specific and general knowledge in training and for differences in institutional, cultural, and economic environments.