This study examines organizational learning in Thai enterprises by analyzing knowledge management strategies during early, expansion, and maturity stages. It illustrates the significance of human resource development in facilitating this process and positions these enterprises as models for organizational development.
Using a qualitative approach, this study analyzed data from two sequential phases: seventeen semistructured interviews, followed by a focus group with five original participants. Thematic analysis and participant validation were used to ensure credibility.
Organizational learning has three stages, each with a dominant key player: Founders in the early stage, Formulators in the expansion stage, and Followers in the maturity stage. Experience-based learning, knowledge “grafting” for systemization, and SECI-based systematic innovation assist all stages of development. Focus group participants highlighted the importance of creating a pragmatic plan that corresponds learning objectives with the organization’s growth stage.
The results are contextually specific to Thailand. Subsequent research may validate and extend the conceptual structure across ASEAN countries through multiple approaches or longitudinal research.
The study provides a three-step framework for organizations to identify growth stage, implement stage-specific learning strategies, and regularly assess outcomes to enable transformation.
Aligning organizational learning with the stages of enterprise development enables policymakers to establish a more conducive entrepreneurial environment, which improves social innovation and economic resilience.
This research contributes to the existing literature by integrating organizational life cycle with practical knowledge management. It provides a three-step framework for enterprises on similar growth trajectories.
