A model of technological training has two dimensions: level of cultural stability and employee's level of cognitive ability. Each dimension has two variables. The variables of cultural stability are (1) technological adoption and organizational adaptation and (2) structure of work and work processes. For cognitive ability, the variables are training and skills. This model suggests that successful technology adoption and organizational adaptation require a fit between culture and cognitive ability by the employees. Such a fit will enable the organization to offer the necessary training where it is needed most, thereby allowing employees to acquire the necessary skills to perform well with the new technology. The legal environment will affect the interrelationship between technology adoption and organizational adaptation profoundly. Culture may be an important factor since labor laws may differ across provinces and most certainly between countries. Thus, action strategies employed by a company must differ due to local labor laws. In less-developed countries, firms may introduce technology and automatically lay off redundant workers in large numbers. In Canada, if technology adoption results in more than 50 layoffs within any 4-week period, the group termination falls under the Canada Labour Code and a joint committee consisting of displaced workers and management must be established to determine severance pay, retraining support, and any other compensation. The practical implication for managers is the need for an integrated training strategy considering cultural factors. A firm must provide three types of training: job-specific training; training in company cultural habits and action strategies; and training for understanding and using the organizational culture to everyone's advantage. Sixty-two references are included and nine tables are appended. (CML)