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Article Dans Une Revue Knowledge Management & E-Learning: An International Journal Année : 2024

How coaching interventions impact learning organization culture, knowledge and customer experience performances: a case study comparing Thai car dealers from one US company

Comment les interventions de coaching impactent les performances de la culture, des connaissances et de l'expérience client d'une organisation apprenante : une étude de cas comparant les concessionnaires automobiles thaïlandais d'une entreprise américaine

Résumé

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 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. Keywords: Coaching interventions; Learning organization culture; Customer experience performance; Automotive industry; DLOQ Biographical notes: Sitthimet Solthong is a doctoral candidate of the Institute for Knowledge and Innovation Southeast Asia (IKI-SEA), Bangkok University He is a professional certified coach (PCC) accredited by the International Coaching Federation (ICF). His research interests include coaching interventions, cultural change, and organizational transformations. Dr. Xavier Parisot is a faculty member of the IKI-SEA at Bangkok University, where he teaches Innovation Management and Strategy courses in the Master in Business Innovation (MBI) program. His research interests include innovation strategies and business ecosystems. Dr. Vincent Ribiere is the co-founder and Managing Director of the IKI-SEA at Bangkok University. He is also the co-founder of the Ph.D. in Knowledge Management and Innovation Management program (Ph.D. KIM). He has more than 25 years of experience in the field of Knowledge Management and numerous publications in the field.
Le coaching est devenu un outil d’intervention de plus en plus populaire pour améliorer la performance organisationnelle. Entre autres avantages, les coachs aident les entreprises à devenir des organisations apprenantes en développant une culture de partage des connaissances et en renforçant les flux de savoirs. Néanmoins, il n’existe pas suffisamment de preuves empiriques soutenant l’impact positif des interventions de coaching sur la culture organisationnelle apprenante telle que définie dans le modèle de Watkins et Marsick (2013) et sur les performances en matière de connaissances et d’expérience client. Nous nous appuyons sur le cadre fondamental de Joo (2005) pour un coaching exécutif efficace en intégrant le cadre d’apprentissage organisationnel. Cette intégration s’aligne sur la perspective fondée sur la connaissance des entreprises. Notre recherche vise à approfondir les effets des interventions de coaching sur les performances des connaissances et l’expérience client globale. Le modèle proposé a été testé sur un échantillon de sept concessionnaires automobiles d'un constructeur automobile américain bien connu basé en Thaïlande. Quatre concessionnaires automobiles ont bénéficié d'interventions de coaching, tandis que trois ne l'ont pas suivi. Au total, 300 salariés y ont participé. Les résultats démontrent un impact positif significatif des interventions de coaching sur les sept dimensions de la culture organisationnelle apprenante, ainsi que sur la performance de l'expérience client. De plus, il a été constaté que la culture organisationnelle apprenante atténue en partie l’impact des interventions de coaching sur la performance de l’expérience client. La double contribution académique de cette étude consiste notamment à enrichir le cadre de Joo (2005) en incorporant le modèle d’organisation apprenante et en examinant et en soulignant empiriquement l’influence positive des interventions de coaching sur les organisations apprenantes. En termes pratiques, les interventions de coaching peuvent renforcer la compétitivité des concessionnaires automobiles thaïlandais grâce à l'amélioration des performances organisationnelles, de l'apprentissage organisationnel, de la satisfaction des clients et de l'efficacité des connaissances.
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hal-04562757 , version 1 (29-04-2024)

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Sitthimet Solthong, Xavier Parisot, Vincent Ribiere. How coaching interventions impact learning organization culture, knowledge and customer experience performances: a case study comparing Thai car dealers from one US company. Knowledge Management & E-Learning: An International Journal, In press, pp.1-36. ⟨hal-04562757⟩

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