A Case Study of Learning in a Thai Manufacturing Organization

Abstract

This study examines the relationships between individual, team and organizational learning of 1103 workers from a Thai manufacturing organization. Individual learning was conceptualized in terms of individuals' learning strategies and motivation to learn. Team learning consisted of internal team learning and external team learning. Organizational learning was believed to be underpinned by commitment to learning, shared vision and open mindedness. These three levels of learning were inter-related. Thus, individuals who are interested in self development are more likely to contribute positively to teamwork and the benefits from the team learning could flow to the organizational level. The theoretical and practical implications are discussed.