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Organizational learning as an organization development intervention in six high‐technology firms in Taiwan: An exploratory case study
Author(s) -
Lien Bella YaHui,
Hung Richard Y.,
McLean Gary N.
Publication year - 2007
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1200
Subject(s) - organizational learning , organization development , knowledge management , organizational memory , psychology , organizational performance , intervention (counseling) , organizational effectiveness , organizational behavior and human resources , exploratory research , organizational commitment , organizational studies , learning organization , business , sociology , social psychology , computer science , psychiatry , anthropology
Organizational learning (OL) is about how individuals collect, absorb, and transform information into organizational memory and knowledge. This case study explored how six high‐technology firms in Taiwan chose OL as an organization development intervention strategy. Issues included how best to implement OL; how individuals, teams, and organizations learn; and the extent to which OL activities contributed to organizational performance. Five themes emerged as findings: (1) using language with which employees are familiar, (2) implementing OL concepts that are congruent with employees' work or personal life, (3) putting individual learning first and diffusing it to team learning and organizational learning, (4) using the knowledge management system to create an opportunity for individuals, teams, and the organization to learn, and (5) linking OL to organizational strategy to improve organizational performance.