This paper provides an in-depth study of the relationship between the company's training strategy and its learning capability. On a sample of 111 Spanish companies from the chemical industry, tests a set of hypotheses which link four different training strategies with the learning capability dimensions. The results obtained from the regression analyses clearly show that ongoing training, team-based training and job rotation programmes have a positive influence on company learning capability. The present study presents evidence of how a specific human resources strategy (training strategy) influences the development of a strategic capability (organisational learning). Future studies should analyse the influence of training on performance, using organisational learning capability as a moderating variable. Additionally, the relationship between human resource management and learning should also be studied using a configurational approach. This would enable to take into account the synergic effect deriving from the joint use of complementary human resources strategies.

PurposeThis paper aims to identify the success factors linked to human resources management during the lean production (LP) adoption process. A model of these factors and their interrelationships is also to be built to understand the sequence that leads to the cultural change required in lean production adoption.Design/methodology/approachA case study is carried out in selected same‐industry companies that are on the same level in the supply chain and have recently completed LP adoption. Twelve first‐tier production plants in the aeronautics industry were selected. Data were gathered from interviews with plant managers and the people in charge of LP in the plant. Data were analyzed using open and coaxial coding and triangulation both within cases and across cases.FindingsThe results highlight a number of success factors that depend on the phase of the LP adoption process. In the phase prior to adoption, the success factors are the incorporation of external change agents and the management averting inertia, whereas in the other phases of the adoption process five main factors were found: training, communication, rewards, job design and work organization.Research limitations/implicationsThe findings stress the importance of human resources being managed appropriately during LP adoption for LP to be accepted and adapted. There are a number of key aspects related to human resource management that should be taken into account during each of the phases that occur during the LP adoption process. Further developments include measuring the intensity of the relationships identified and combining qualitative and quantitative methodologies simultaneously to overcome problems with the limited generalization of the results.Practical implicationsPractitioners in charge of LP adoption must be mindful of the key human resource management‐related aspects before and during the LP adoption process and the guidelines to be followed in each of these aspects for the outcomes of LP to be achieved and maintained.Originality/valueThis paper contributes to research in the area of the role that people play in LP with a new line of research centered on the role of human resource management during the LP adoption process. Unlike prior research, this study analyzes the changes that take place in human resource management from the time the company makes the decision to adopt LP until it is implemented.