The determinants of successful training practices in large Australian firms were examined. The study's three phases were as follows: (1) a review of existing literature; (2) a meta-analysis of previously conducted case studies of 49 large Australian firms in 14 industrial sectors; and (3) a comparative analysis of the findings of the past studies with those of 5 follow-up cases studies from 4 industries (wine production, tourism, electrical accessories manufacturing, and government). The following elements were identified as major contributors to successful training practices: (1) having an organizational culture that supports learning; (2) sourcing formal training within the organization itself; (3) adopting accredited training; (4) decentralizing training within the organization; (5) increasing the diversity of training and learning approaches; (6) responding to individuals' needs; (7) increasing the use of informal training; (8) responding to change within and external to the organization; (9) linking training to major features of a business strategy; and (10) obtaining feedback from workers, managers, trainers, customers, and other stakeholders. The follow-up case studies supported these elements and established that items 1, 8, and 9 are the most important. (Ten tables and a glossary are included. The bibliography lists 51 references. The initial and follow-up case studies are appended). (MN)