Generalisability of a learning organisation (LO) for cross-cultural applications is doubtful. Some cultural values may be opposed to the nature in a LO which calls for voluntary participation in learning activities by all employees. The study reveals a dynamic analysis of a LO with the sense of the difficulties organisations typically face and how strategies are applied when taking on a LO project in Asian contexts. The focus is on the preinstitutionalised period when there were emerging issues such as learning barriers and power struggling. A qualitative research distils the significant factors that contribute to a LO. The findings were TL solves the conflicts between Chinese "face-saving" ways of communication and collective inquiry and communication in a LO, and TL brings a participative approach to the commitment of a LO. Further studies are required to investigate if TL still interrelates to produce an integrated LO intervention.