Based on the literatures of organizational learning and change, this research continues to focus on the individual level of learning in organization. Individual learning comprises of at least the cognitive and behavioral aspects as the two represent two different phenomenon and complementary to each other. A questionnaire survey was conducted with employees of corporations in Thailand with an attempt to seek for factors in which influence the level of learning in individuals in both cognitive and behavioral contexts. Among the three influential factors, perceived negative impact from change hinders the cognitive buy-in of change initiative the most, while the general understanding of the necessity of organizational learning and change depicted as the strongest factor in inducing individual’s participative cooperation to change projects. Additionally, the overall results suggest that organizations in which are involved in organizational change movement should pay attention in educating their employees to be highly aware of the importance of organizational learning and change in general, as well as, creating more of the direct positive impact and less of the direct negative impact from any specific change movement, in order to be able to gain employees’ cognitive understanding of and behavioral cooperation to the change.
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Paper provided by University Library of Munich, Germany in its series MPRA Paper with number
10946.
Find related papers by JEL classification: M19 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Other M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation M10 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - General
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