A Organizational Learning Case Study on Practicing Double-loop Learning toward Deutero-learning

• Main Authors: Shien-Shiang Cheng, 鄭憲祥
• Other Authors: Jen,Chin-Kang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/50256938832903219427

碩士 === 國立中山大學 === 人力資源管理研究所 === 99 === The field of organizational learning (OL) has been characterized by a wide diversity of opinions, definitions, and conceptualizations. After the publish of Senge''s 《The fifth discipline：the art and practice of the learning organization》, OL becomes a biblical important management topic after 1990s. In Taiwan, many business enterprises have been continuously accumulated OL management practices for near 20 years. However, the researches about how to build learning organization or OL were inadequate and insufficient empirical studies are made. This paper is an exploratory research employs mainly the “case study” method to study the OL activities and processes in a Taiwanese company (C Company), an OL pioneer of practice, which has been continuously establishing OL for over 10 years without stop even facing the financial crisis. In C’s case, 2-stage OL transformations are demonstrated with different learning strategy, value, structures, mental models, and results/consequences The major findings of this study are summarized as following: 1.The C company leader’s personal experience is the key influence factor to C’s OL. 2.The reform in the OL evolution of C company shows as practical example/model how organization can adapt and unlearn from single-loop learning to double-loop learning then deutero-learning eventually.