This paper explores how human capital and social trust have an effect on the learning process of a manager in making decisions about operations through experiences in a case study of the development and transformation of the garment industry cluster in the Bingo region located in Hiroshima prefecture. The result of statistical estimation is that in the stage of a developing cluster, the social trust of enterprise and its manager's experience about operating the firm may be regarded as complementary. In the next stage, after the cluster has developed, instead of social trust, the manager's human capital accumulated through schooling and his experience are complementary.
