An attempt is made in this article to identify the success and failure factors in organizational change and learning process. The empirical study was made by following an organization-wide project that aims at changing pricing practices in highly decentralized sub-units through the efforts of corporate head office. The results show that the highly decentralized organizational structure and the independent financial status of the sub-units have proved to be the barriers to learning and change. In this paper we outline those barriers of organizational learning that occurred in the case of study
