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How Coaching Interventions Impact Learning Organization Culture, Knowledge and Customer Experience Performances: A Case Study Comparing Thai Car Dealers from One US Company

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Title: How Coaching Interventions Impact Learning Organization Culture, Knowledge and Customer Experience Performances: A Case Study Comparing Thai Car Dealers from One US Company
Language: English
Authors: Sitthimet Solthong (ORCID 0000-0003-1264-3129), Xavier Parisot (ORCID 0000-0001-8581-0923), Vincent Ribiere (ORCID 0000-0002-7202-3602)
Source: Knowledge Management & E-Learning. 2024 16(4):754-790.
Availability: Laboratory of Knowledge Management & E-Learning. Web site: http://www.kmel-journal.org/ojs/index.php/online-publication
Peer Reviewed: Y
Page Count: 37
Publication Date: 2024
Document Type: Journal Articles
Reports - Research
Descriptors: Foreign Countries, Coaching (Performance), Intervention, Sales Occupations, Service Occupations, Motor Vehicles, Organizational Culture, Organizational Learning
Geographic Terms: Thailand
ISSN: 2073-7904
Abstract: Coaching has become an increasingly popular intervention tool for improving organizational performance. Among various benefits, coaching interventions can assist organizations with becoming learning organizations by developing a knowledge-sharing culture and strengthening knowledge flows. Nevertheless, there is insufficient empirical evidence supporting the positive impact of coaching interventions on both learning organization culture as defined in Watkins and Marsick's model (1993) and knowledge and customer experience performances. We build upon Joo's (2005) foundational framework for effective executive coaching by integrating the organizational learning framework. This integration aligns with the knowledge-based perspective of firms. Our enhanced research model aims to delve deeper into the effects of coaching interventions on knowledge performance and overall customer experience. The proposed model was tested on a sample of seven car dealers of a well-known US automotive company based in Thailand. Four car dealers had received coaching interventions while three had not (non-coached dealers). A total of 300 employees participated. The results demonstrate a significant positive impact of coaching interventions on all seven dimensions of learning organization culture, as well as on customer experience performance. Additionally, learning organization culture was found to partially mediate the impact of coaching interventions on customer experience performance. This study's dual academic contributions include enriching Joo's (2005) framework by incorporating the learning organization model and empirically examining and underscoring the positive influence of coaching interventions on learning organizations. In practical terms, coaching interventions can bolster the competitiveness of Thai car dealers through improvements in organizational performance, organizational learning, customer satisfaction, and knowledge efficiency.
Abstractor: As Provided
Entry Date: 2025
Accession Number: EJ1462834
Database: ERIC
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  Data: How Coaching Interventions Impact Learning Organization Culture, Knowledge and Customer Experience Performances: A Case Study Comparing Thai Car Dealers from One US Company
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  Data: <searchLink fieldCode="AR" term="%22Sitthimet+Solthong%22">Sitthimet Solthong</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0003-1264-3129">0000-0003-1264-3129</externalLink>)<br /><searchLink fieldCode="AR" term="%22Xavier+Parisot%22">Xavier Parisot</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0001-8581-0923">0000-0001-8581-0923</externalLink>)<br /><searchLink fieldCode="AR" term="%22Vincent+Ribiere%22">Vincent Ribiere</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0002-7202-3602">0000-0002-7202-3602</externalLink>)
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  Data: <searchLink fieldCode="SO" term="%22Knowledge+Management+%26+E-Learning%22"><i>Knowledge Management & E-Learning</i></searchLink>. 2024 16(4):754-790.
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  Data: Laboratory of Knowledge Management & E-Learning. Web site: http://www.kmel-journal.org/ojs/index.php/online-publication
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  Data: 37
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  Data: <searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Coaching+%28Performance%29%22">Coaching (Performance)</searchLink><br /><searchLink fieldCode="DE" term="%22Intervention%22">Intervention</searchLink><br /><searchLink fieldCode="DE" term="%22Sales+Occupations%22">Sales Occupations</searchLink><br /><searchLink fieldCode="DE" term="%22Service+Occupations%22">Service Occupations</searchLink><br /><searchLink fieldCode="DE" term="%22Motor+Vehicles%22">Motor Vehicles</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Culture%22">Organizational Culture</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Learning%22">Organizational Learning</searchLink>
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  Data: <searchLink fieldCode="DE" term="%22Thailand%22">Thailand</searchLink>
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  Data: 2073-7904
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  Data: Coaching has become an increasingly popular intervention tool for improving organizational performance. Among various benefits, coaching interventions can assist organizations with becoming learning organizations by developing a knowledge-sharing culture and strengthening knowledge flows. Nevertheless, there is insufficient empirical evidence supporting the positive impact of coaching interventions on both learning organization culture as defined in Watkins and Marsick's model (1993) and knowledge and customer experience performances. We build upon Joo's (2005) foundational framework for effective executive coaching by integrating the organizational learning framework. This integration aligns with the knowledge-based perspective of firms. Our enhanced research model aims to delve deeper into the effects of coaching interventions on knowledge performance and overall customer experience. The proposed model was tested on a sample of seven car dealers of a well-known US automotive company based in Thailand. Four car dealers had received coaching interventions while three had not (non-coached dealers). A total of 300 employees participated. The results demonstrate a significant positive impact of coaching interventions on all seven dimensions of learning organization culture, as well as on customer experience performance. Additionally, learning organization culture was found to partially mediate the impact of coaching interventions on customer experience performance. This study's dual academic contributions include enriching Joo's (2005) framework by incorporating the learning organization model and empirically examining and underscoring the positive influence of coaching interventions on learning organizations. In practical terms, coaching interventions can bolster the competitiveness of Thai car dealers through improvements in organizational performance, organizational learning, customer satisfaction, and knowledge efficiency.
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      – Text: English
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        PageCount: 37
        StartPage: 754
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      – SubjectFull: Foreign Countries
        Type: general
      – SubjectFull: Coaching (Performance)
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      – SubjectFull: Intervention
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      – SubjectFull: Sales Occupations
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      – SubjectFull: Service Occupations
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      – SubjectFull: Motor Vehicles
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      – SubjectFull: Organizational Culture
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      – SubjectFull: Organizational Learning
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      – SubjectFull: Thailand
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      – TitleFull: How Coaching Interventions Impact Learning Organization Culture, Knowledge and Customer Experience Performances: A Case Study Comparing Thai Car Dealers from One US Company
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              Y: 2024
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