The intervention model, causal model and application of After Action Reviews(AARs): action research of a business case

• Main Authors: Cheng, Hsiu-Jung, 鄭绣蓉
• Other Authors: 王思峰
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/21022494706734521455

碩士 === 東吳大學 === 企業管理學系 === 91 === For the more and more severe competition in world’s business environment, Corporations pay much attention to their learning abilities. AARs(After Action Reviews) which was mentioned many times in Peter Senge et al’s book “The Dance of Change” has been one of the new growing developments. Though the AARs infrastructure has high potential for facilitating the creation and management of knowledge, it’s lack of strong evidences and basis of practice and theories, in particular the experiences of business who used this tool are rarely seen in bibliographies until now. Thus, we tried to extend the methodology and record a practical case of AARs, then established an AARs’ causal model and intervention model. We adapted the methodology of Participative Action Research, derived a middle-range intervention model in our case. After that, we removed the contextual variables of our case, derived “AARs’ two-stage intervention model”. We also derived “AARs’ causal model” through the probing of it’s bibliographies. In conclusion, we explained how AARs could applied to Social Capital, Communities of Practice, Knowledge Sharing, and Organizational Learning.