The training paradox: when and how technical training enhances or constrains team performance in an emerging economy context

Abstract

Purpose This study aims to investigate the paradoxical effects of technical training on team performance. Although organizations invest heavily in employee training to enhance competitiveness, the link between training and performance remains inconsistent. Drawing on the Resource-Based View, Dynamic Capabilities Theory and Social Learning Theory, the study examines when technical training strengthens team performance and when its benefits weaken within organizational settings. Design/methodology/approach Using matched multi-source organizational records from a large Vietnamese service organization, they develop and test a team-level moderated regression framework incorporating training intensity, managerial involvement, team size and managerial experience. Hierarchical multiple regression models and moderation analyses are used, alongside robustness checks using alternative performance indicators, to assess both direct and conditional effects of technical training on team performance. The final sample includes 882 operational teams, strengthening statistical power and internal validity. Findings Results show that technical training has a positive overall effect on team performance; however, its impact is highly contingent on structural characteristics. Smaller teams benefit more from training than larger ones, as coordination complexity in larger teams constrains knowledge integration and learning transfer. Managerial involvement as a trainer does not independently enhance performance and may generate short-term efficiency tradeoffs, whereas managerial experience strengthens the effectiveness of training delivery. These findings demonstrate that technical training operates as a socially embedded and structurally contingent resource rather than a universally beneficial investment. Practical implications Organizations should consider team composition, especially team size, when designing training strategies to maximize performance outcomes. The findings suggest that investments in training may yield diminishing returns in larger or structurally complex teams, underscoring the importance of aligning training initiatives with team design rather than relying solely on managerial involvement alone. Originality/value The study advances human capital and dynamic capability research by conceptualizing technical training as a contingent and paradoxical resource. It reveals how collective learning processes and team structure jointly shape training effectiveness, offering new insights for organizations in emerging economies undergoing digital transformation and extending mainstream training theory beyond Western contexts.