The Impact of Different Styles of ‘Learning’ and Categorisations of ‘Organisational Strategies’ on ‘Organisational Performance’: A Case Of University Industry in Thailand
Author(s): Vissanu Zumitzavan, Tudsuda Imsuwan
Abstract: In anticipation of the ASEAN Economic Community (AEC) in 2015, individual members must prepare for the changing environment through economic development, at the same time reducing the differences amongst them. In particular, universities play a vital role in transferring and distributing knowledge to organisational members. Thailand is one of the AEC members, and this study scrutinises the relationship between top management’s learning styles, organisational strategies and organisational performance. Universities in Thailand are taken as a case study. A quantitative research method was applied. Pilot studies tested reliability and validity. Questionnaires were used to collect data, and different statistical methods were used for analysis. Survey questionnaires were sent to all 198 universities in the country, and a total of 135 completed questionnaires received, amounting to the impressive response rate of 68.18 per cent. The questionnaires, distributed to the top management of the universities. The findings indicate that learning styles and organisational strategies are associated with organisational performance. In addition, results show that the association between learning styles and organisational performance is mediated by the organisational strategies.
Keywords: Learning Styles, Organisational Development, Organisational Performance, Organisational Strategies, Personal Development, Strategic Management
Pages: 359-368WSEAS Transactions on Business and Economics, ISSN / E-ISSN: 1109-9526 / 2224-2899, Volume 11, 2014, Art. #33