Organizational Member Learning and the Influential Factors: The Empirical Study of Thailand
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.
|Date of creation:||07 Oct 2008|
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- Goh, Swee & Richards, Gregory, 1997. "Benchmarking the learning capability of organizations," European Management Journal, Elsevier, vol. 15(5), pages 575-583, October.
- Morrison, J. Bradley, 2008. "Putting the learning curve in context," Journal of Business Research, Elsevier, vol. 61(11), pages 1182-1190, November.
- Ricardo Chiva & Joaquin Alegre & Rafael Lapiedra, 2007. "Measuring organisational learning capability among the workforce," International Journal of Manpower, Emerald Group Publishing, vol. 28(1), pages 224 - 242, April.
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