| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 89 === Previous studies of learning organization could be categorized into concepts articulation, correlation studies, or case reports. They have almost focused on “what is a learning organization” and “principles of how to be a learning organization”. Less attention was paid on the dynamics of initiating a learning organization in a real world. The present study intended to examine two real cases to show detailed actionable knowledge for practicing a learning organization. In shorts, the purposes of the present study aimed at: (1) to evaluate the effectiveness of two models of the learning organization intervention, (2) to propose a change model of learning organization in order to demonstrate what actions should be take in the process of initiating learning organizations, (3) to find the necessary conditions for the construction of a learning organization.
Qualitative methods in addition to questionnaires were used to implement the study. Amount of data was collected through observations and interviews. A number of literatures derived from organizational change were used to compensate the weakness of empirical data to make meaningful conclusions. The change model of learning organization proposed by the author suggested four stages including ten actions should be taken in the process of interventions.
The results of data analysis showed that different intervention models produced varied outcomes. AO company which used Pilot Project intervention model outperformed SY company which adopted Training intervention model. The use of Pilot Project model led to AO implemented more required actions in the four stages than SY did. In additions, AO made more efforts than SY was the other probable explanations. The managerial implications and ten propositions for future studies were suggested as well.
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