An Empirical Study of Learning Agility Factors among Thai Employees in the Thai Context: A Mixed-Methods Approach
Keywords:
Learning Agility, Learning Agility Measure, High PotentialAbstract
The rapidly evolving business environment demands leadership beyond traditional skills. Organizations must identify high-potential leaders with agility, ability, and aspiration to navigate a VUCA world. This capability, known as learning agility, enables individuals to learn from experience and adapt to new challenges. It predicts leadership success and is increasingly valued across roles. Since 2000, researchers have developed numerous learning agility measures within Western contexts. Therefore, this study aimed to explore and propose potential learning agility factors specific to Thailand. This study used a sequential mixed-methods approach. The author reviewed the literature related to learning agility research published between 1997 and 2025 and initially proposed learning agility factors. Subsequently, in-depth interviews were conducted with nine Thai participants who are subject-matter experts and talents from private organizations to explore learning agility factors including Thai value aspects. Then, exploratory factor analysis (EFA) was conducted in a pilot study with 128 participants who are employees from private organizations. From the EFA, the Kaiser-Meyer-Olkin (KMO) was performed for identifying the learning agility factors. Its value of 0.821 suggested sample adequacy for factor analysis. The EFA results identified 8 potential learning agility factors with 45 items: (1) learning exploration and sharing, (2) social competence and agile communication, (3) leading and managing change, (4) result oriented, (5) humility, (6) self-awareness and self-improvement, (7) information literacy, and (8) flexibility and adaptability. Future research should establish the measure’s criterion-related validity and generalizability across diverse Thai contexts, also exploring cultural dimensions for broader HR applicability.
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