In this chapter, we review prior studies on organizational learning in Asia, including the distinguished work of Ikujiro Nonaka, whose theory of knowledge creation has been crafted to represent essentially Japanese characteristics. Therein lies a problem, in that emic learning practices across other Asian countries are not even considered in Nonaka’s model. While many studies have been undertaken in Asia outside Japan, these have tended to focus on the importation of learning systems to such countries, without identifying and harnessing indigenous cultural and institutional resources. We shall begin this chapter with an overview of prior research into organizational learning in Asia ex-Japan. In the second part, we shall switch focus to Japanese owned organizations operating on Japanese soil. Thirdly,, we shall consider cultural and institutional features that apply more generally across Asia, and their implications for a pan-Asian theory of organizational learning.