Thesis advisor: Rebecca Lowenhaupt / This qualitative case study examined the organizational learning mechanisms utilized by a district superintendent and their impact on principals’ learning. Examining recent curriculum reform efforts, the study concentrated on a small sample of building principals within a mid-sized urban public school district. Grounded in both organizational and situated learning theories, the research focused on organizational learning mechanisms and the interplay created by their implementation through the analysis of interview data and documents. Findings highlighted how the superintendent interpreted and distributed information to principals. In addition, findings showed the impact that superintendent-initiated processes, behaviors, and structures had on principal learning. The study provided strong evidence that the superintendent under study took steps to create district structures to support organizational learning. Moreover, principal data showed the impact of these structures on principals’ perceived learning. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Every enterprise faces various situations in different environments, which influences how they explain the environment and the strategies that they take. This research focuses on exploring the transformational strategies and puts emphases on discussing whether enterprises can transform by their learning when they used to be in the poor situations, while facing the dynamic environment. In the chance of transformation, the Taiwan¡¦s small and medium enterprises (TSME) lacked resources which can support them to do more. Due to rapidly changing conditions and the increasing pressure from the global competition, TSME are harder to make more a comprehensive decision than other enterprises which have great resources and big scales. However, they might get a chance to make a confidential decision for their adventure and flexibility. The organizational learning not only improves the efficiency but also presents more chances to find out the opportunities and resources to make the enterprises grow rapidly. It is an access to the constant development for enterprises. The absorbing, creating, cumulating and diffusing of knowledge are the ways that every enterprise has to do, but we could see the differences within its method and degrees. These differences would be crucial for these organizational abilities. Furthermore, it would influence the chances they got or affluence the organizational transformation. The research was interested in the relation between organizational learning and organization transformation by analyzing organizational abilities. We divide organizational abilities into four dimensions: strategic competence, organization design, human resource management and leader. The research finds that learning will influence four organizational abilities which we designed, especially the strategic ability and leader, which got a direct and crucial effect on organizational transformations. When corporations place emphasize on organizational learning, they would cause the abilities to influence each other and become better. Then, they would get more chances to transform and make it more efficiently.

Knowledge management is one of main sources of competitive advantages. It said in a KPMG(1998)'s survey that the obstacle of knowledge flows between knowledge sources and knowledge receivers is the biggest bottleneck of knowledge exploitation. In the domain of knowledge management, there are prolific academic studies about knowledge flow. However, lots of them focus on the factors infecting knowledge flows between knowledge sources and receivers. Fewer researches discuss about the process and context of knowledge flows while implementing knowledge management in an organization. In this thesis, we try to research the process of knowledge flows while implementing knowledge management in an organization in order to understand how these knowledge flows affect the organizational learning results upon the knowledge of knowledge management. We try to answer how knowledge of knowledge management(KKM) flows, what the processes are, and find out the accelerating factors and obstacles of these knowledge flows. We use theoretical sampling to select the companies implementing knowledge management and grounded theory to analysis the processes and context of knowledge flows while implementing knowledge management. After drawing a serious of figures of knowledge flows and inductive analysis, we get three discoveries: 1. The 3 stages of the KKM flows. 2. The 8 kinds of KKM flows and their importance in each KKM flow stages. 3. The accelerating factors and obstacles KKM flows in each KKM flow.

Summary 21st century is a turmoil world as a result of worldwide migration¡Bchange of life style¡Btransformation of environment¡Bglobal warming and racial conflicts, simultaneously push forward unceasing head-on disaster invasion. The SARS attack of Taiwan in 2003 had brought a serious impact to our society. During the battle against SARS, several pitfalls were found including command system¡Broles division¡Bunited information and temporary team manpower, all showed lacking of training and coordination. So our country desperately needs to set up a commanding/coordination system in response to disaster event. When disaster strikes, we are facing the deficiency of training for command/ coordinating and shortage of individual respond personnel. Especially due to disaster possesses wide spectrum and is unpredictable, we need to train professional personnel for surge capacity and surge capability, and to reserve multi-skills responder in order to coping with disaster. Although there are varies training activities in our country, we still lack of a proper unified and coordinating training system. The primary goal of the study is to establish a disaster medical education training facility. First is to construct the¡uDisaster training model¡vto integrate spectrum of disaster¡Bdisaster responsiveness¡Bdisaster training outline and learning method into one conceptual module. Besides, when an emerging epidemic occur, the past experiences and rules are not capable to handle such event. We also cannot take advantages of every rare incident to accumulate our knowledge/skills and to examine the standard operating procedures. In stead, we should practicing our preparedness at the mitigation period and to set up a training platform for exercise/drills. Through exercise we may test and challenge the existing system, explore pitfalls in order to make up the gaps, improve more accurate contingency and finally set up a systemic training program. The theory of the training module is base upon double loop learning, a proper way for adult learning process. However, most individuals or organization response to the learning process through instinct and reflexive defensive mechanism, a so-called single learning loop process. During a disaster event, there will be collision between multiple single loops and result in a devastated conflict and outcome. Therefore, through the concept of double loop learning and by using ¡§learning from history and experiences¡¨ as a methodology, we can set up the structure of disaster responsive plan and unify the training program. Another weakness of Taiwan¡¦s adult learning process was the current teaching method only focused on cram school, this is common situation of our culture. We combine e-learning technology and teaching organization concept as an entity, so we could concrete the educational effect and have a chance to regain a full-scale disaster responsive training system. Through the aforementioned conceptual framework, our study initially set up the e-learning website as a platform and create communities for learning and teaching subgroups¡A through e-learning to join together education¡Btraining and exercise activities¡A collaborate with evaluation and managing system. The final goal is to develop a module for adult learning organization, and take a further step to built up the systematic nationwide health crisis training framework.

The approach of the age of knowledge economy and prosperous growth of IT makes knowledge become one of the most important core resources. The knowledge is also organizations' key point of seeking for survival and development. Knowledge economy emphasizes on transferring ¡§knowledge¡¨ into ¡§profit¡¨ instead of knowledge itself. Therefore, knowledge application is more essential than knowledge possession. At rapid digital age, knowledge management becomes key point of core competence. Hence, this study, knowledge management as variables, will discuss if knowledge management will upgrade the achievement of R&D performance of human capital and organizational culture. This study used questionnaire. This study used convenience sampling to select 1,517 high-tech industries as subjects from Taiwan Industrial Park Directory (published by Taipei County Exhibition Hall, 2005) and the appendix of high-tech industry yearbook (published from 2002 to 2005) as population. Valid questionnaires were 140 copies. This study used LISREL for data analysis and the result are listed as following: 1. Investment in human capital management helps efficiently improve R&D performance. The functional activities of human resources, such as recruit, maintenance and encouragement, connect organizations with employees effectively. Enhancement of employees' contribution, promise and encouragement strengthen value and uniqueness of human resources and also produce remarkable progress of R&D performance. 2. Execution of organizational culture, including participation, strategic vision which aids to organization's evolution, team work and organizational structure, helps to improve significantly for R&D performance. 3. Promotion and execution of knowledge management play as important mediators in organizations. The efficiency of R&D performance in human capital and organizational culture will be enhanced through the mediation caused by execution of knowledge management. 4. The amount of enterprises' employees makes diversity of performance of human capital and knowledge management. The enterprises that own 2,000 employees and above have more remarkable performance in human capital and knowledge management than the enterprises that own fewer employees. It means, large-scale enterprises have more competence because of more cost reduction, which improves quality of products and customer services. Regarding knowledge management, different amount of enterprises' employees also makes diversity of employees' knowledge creation and collection. The result of this study indicates that large-scale enterprises are more capable of invention and acquiring latest knowledge.

Made available in DSpace on 2014-06-11T19:26:17Z (GMT). No. of bitstreams: 0 Previous issue date: 2010-12-20Bitstream added on 2014-06-13T18:54:33Z : No. of bitstreams: 1 orti_ps_me_bauru.pdf: 811706 bytes, checksum: 3b16ecf79e62cce83f9304c500ee0fce (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Um dos grandes desafios da empresa moderna é manter-se atualizada e pró-ativa no mercado em que atua para poder obter vantagens competitivas e diferenciarem-se no mercado, agregando valor aos seus produtos e serviços. A Gestão do Conhecimento e a Educação Corporativa têm sido grandes recursos nesse sentido, devido ao fato de estimularem e possibilitarem o processo de criação, captação, codificação, armazenamento e distribuição de conhecimento em toda a organização. Apesar da importância dessas atividades encontram-se poucos recursos de métricas para a gestão de desempenho dessas atividades tal como as exigentes em outras áreas como Gestão da Qualidade, Governança Corporativa, Tecnologia da Informação, entre outros. Um dos recursos utilizados pelas empresas na busca pela excelência em gestão, os modelos de maturidade, que constituem na descrição dos níveis de evolução no que se referem a processos, pessoas, tecnologia e a organização como um todo. Devido à importância desses temas para a vida organizacional propôs-se uma ferramenta de diagnóstico de gestão dos estágios de maturidade desses processos tanto internamente, quanto comparado às melhores práticas do mercado em seus vários processos de trabalho, podendo assim, planejar suas ações, implantar melhorias, inovar e, com isso, obter uma gestão consistente e crescimento consciente e focado nos objetivos planejados. Esta pesquisa pretende, portanto, fazer um estudo de caso exploratório sobre a viabilidade e efetividade de uma ferramenta de diagnóstico de modelos de maturidade em educação corporativa - uma das áreas ainda pouco parametrizadas dentro das organizações - para que haja uma melhor avaliação, compreensão e desenvolvimento dessas atividades, tal como as demais áreas que já possuem modelos de maturidade melhor estruturados e de forma prática e detalhada / One of the main challenges of modern business is to keep updated and pro-active in the market in which operates in order to gain competitive advantage and differentiate themselves in the market, adding value to their products and services. In this paper we discuss the importance of Knowledge Management and Organization Learning as resources in assisting the search for competitive advantage, because they allow the process of creating, capturing, encoding, storage and distribution of knowledge across the organization. Despite the importance of knowledge Management and Organization Learning, there are few resources of performance metrics for such activities, as those in other areas such as Quality Management, Corporate Governance, Information technology, among others. Organization Learning is one of the resources used by companies in pursuit of excellence in management and it is used to disseminate knowledge in the organization and ofter its employees opportunities for learning that enables a better understanding of the realities and challenges of organization, by creating appropriate responses to the strategic challenges presented. Maturity models have been used in various fiels of knowledge to ofter a description of levels of development as they relate to processes, people and organization as one. They constitute a benchmark for organization as one. They constitute a benchmark for organization to evaluate their progress on certain issues, projects and processes, as well to comparate themselves to the best practices in the market field in question. Because of the importance of these issues to organizational life, this work presents a bibliographic study on the topic of maturity models and their applicability in the area of Organization Learning, proposing a diagnostic tool of maturity to maturity levels for monitoring of internal practices and comparison to best market practices in ... (Complete abstract click electronic access below)

The core of biotechnological industry is biomedical products which are related to health and life and need clinical trial. Laboratory data are collected during different stages of clinical trial. Laboratory data are provided by laboratories which are accreditated internationally. Most of medical laboratories in Taiwan are not accreditated. This exploratory research is to understand the change of healthcare envirovement and the stratege of accreditation to be taken when we develop the biotechnological industry which needs to be accreditated. We used questionare as a tool and mailed 616 and received 152. The statistical methods are descriptive and nonparametrical statistics. The results show as following: 94.7% of the responders agreed to have Taiwanese own medical laboratory accreditation system which should be approved by the Department of Health. The surveyors of hospital accreditation are appraised. Most of the responders (89.5%) did not agree the replacement of professional peer review by physicians without clinical laboratory training. The quality and quantity of CNLA surveyors need to be improved. Continous quality improvement gets concensus of the responders. The certification of accreditation shall connect to the payment system of national health insurance but does not equal to good clinical laboratory. Most of the responders (88.8%) recognized that implementing medical laboratory accreditation system is a part of organization learning. ISO 15189 medical laboratory accreditation is the first choice of the responders (50.7%) and CAP-LAP is the second (28.3%). The reasons for implementing and not implementing medical laboratory accreditation system are improving quality and the change of hospital accreditation, and just applying hospital accreditation and not required by law. Key words¡Ghospital accreditation, ISO 15189:2003, CAP-LAP, program for improving biotechnology industries, contract research organization, business strategy, organization learning.

Abstract Operation and Management of Learning Organization¡XA case study of the Central Personnel Administration, the Executive Yuan. The twenty-first century is the era that economy takes command. Under this situation, knowledge management is the major measure to obtain, share and transfer knowledge. On the other hand, learning society concept, promoted in advanced countries, makes many organizations work towards becoming ¡§learning organizations.¡¨ Knowledge management and learning organizations are gradually influencing the department functions and personnel roles within organizations. In human resources management, education, training and development functions, etc will still be emphasized. However, being impacted by these two tendencies, human resources management will have to merge the organization learning and knowledge management into the organization mechanism, it with result in innovative learning ideas in order to mold the learning culture of organizations and improve employee¡¦s capability and organizational effectiveness. This case study will explore the procedures and achievements from the learning organization promoted by Central Personnel Administration, the Executive Yuan with the basis of strategic human resources management of learning organizations. The research will find out current issues of human resources system of central government and what can be done to correct the issues. From the issues discovered, suggestions will be offered to central government institutes to serve the reference planning and promoting the learning organizations. Key words¡GKnowledge management, Organization learning, Learning organizations, Strategic human resources management, Case study, Central Personnel Administration of the Executive Yuan.

[pt] Este estudo investigou as variáveis que facilitam o aprendizado em uma estrutura de rede e sua relação com seu modelo de governança. Para tanto, foram definidas as seguintes questões intermediárias: (1) quais aspectos definem o modelo de governança instituído na rede. (2) quais as atividades facilitam ou inibem o aprendizado organizacional e (3) como tais atividades se relacionam com o modelo de governança. O método escolhido foi o estudo de caso, realizado nas estruturas formais e informais de governança de uma rede que opera os processos da cadeia de entrega de banda larga em uma operadora de telefonia brasileira. Os dados foram coletados entre agosto e novembro de 2013 por meio de entrevistas com executivos, observação direta de reuniões de trabalho e análise de documentos. Os resultados revelam que nas situações em que as bases do modelo de governança coincidem com aspectos facilitadores do aprendizado há um aprimoramento das bases do modelo de governança, criando um circulo virtuoso de boa governança e aprendizado. Considerando o caráter eminentemente relacional do modelo de governança instituído na rede estudada, os elementos mais importantes na criação das condições necessárias para o aprendizado na cadeia são: confiança, comprometimento gerencial, integração, relacionamento e instrumentos de coordenação entre as partes. / [en] This study aimed to investigate the variables that facilitate learning in a network structure and their relation to governance models. The following intermediate questions were defined: (1) what is the basis of the networks governance model? (2) which activities are essential for learning in networks? (3) how do these activities relate to the governance model? This research can be classified as a case study of qualitative nature and it was developed in a network that operates the end-to-end delivery process of internet broadband service in a Brazilian telecoms operator. Data was collected from August 2013 to November 2013 using interviews with executives, work meeting observation and document analysis. The results showed that a favorable environment for learning leads to a refinement of the basis of the governance model, creating a virtuous cycle of good governance, learning and continuous performance improvement. Considering the relational nature of the governance model established in the network studied, the most important elements for creating the necessary conditions for learning in the value chain investigated: are: trust, managers commitment, integration, relationship and instruments of coordination.

本研究旨在探討教育行政機關組織文化、知識管理與組織學習之現況及其關係，並據以提出結論與建議，期能提供教育行政機關營造優質組織文化、推展知識管理以強化組織學習的參考。本研究採取文獻分析、問卷調查與訪談法進行研究，首先，蒐集相關文獻，探討教育行政機關組織文化、知識管理與組織學習之意義、層面與測量的相關理論；利用問卷調查教育行政機關在組織文化、知識管理與組織學習的現況資料，將實徵資料進行統計分析，針對研究目的設計延伸性的訪談提綱進行訪談，最後綜合研究發現做成結論，並提出具體建議。 本研究之問卷對象為教育行政人員，抽樣調查教育部、直轄市教育局、縣市政府教育局人員1100位，取得有效樣本795份，調查結果以平均數、標準差、t考驗、單因子變異數分析、階層迴歸分析等統計方法，進行資料處理分析，獲致下列結論： 一、教育行政機關組織文化、知識管理與組織學習屬「中上」程度的表現。 二、教育行政機關「組織文化」因人口環境變項不同而有差異。 三、教育行政機關「知識管理」因人口環境變項不同而有差異。 四、教育行政機關「組織學習」因人口環境變項不同而有差異。 五、教育行政機關「組織文化」能有效預測「組織學習」。 六、「知識管理」在教育行政機關「組織文化」對「組織學習」預測上具有明顯的調節效果，其中以「知識的創新」具有主要的調節效果。 七、營造教育行政機關組織文化的策略 （一）建立組織文化共識的發展目標 （二）組織領導者展現關懷開明作風 （三）改善環境設備塑造良好的形象 （四）建立良善的規章制度行為規範 （五）建構成員間深度對話溝通管道 （六）設置有效的獎勵措施激發創新 八、推展教育行政機關知識管理的策略 （一）組織領導人員的積極支持參與 （二）分析教育行政機關的知識地圖 （三）系統化收集以期強化知識內涵 （四）建置知識資料庫落實管理系統 （五）推動網路教育擴大分享與轉化 （六）知識成果導向促進知識的創新 九、強化教育行政機關組織學習的策略 （一）發展組織學習的核心價值 （二）面對問題應系統整合歧異 （三）以未來需求規劃組織學習 （四）改變既有習慣與消極心態 （五）組織學習管道方式應多元 （六）鼓勵創新並落實績效考核 依據結論，提出以下建議，供作台灣教育行政機關營造優質組織文化、推展知識管理和強化組織學習的參考。 一、訂定核心價值並深化知識管理 二、營造信任的環境及分享的文化 三、建構行政機關的虛擬知識社群 四、加強系統整合訓練以提升績效 五、建立完整電子化智慧工作流程 六、學習最佳實務及建立標竿學習 七、重視顧客意見與未來性的規劃 八、強化機關研發創新的獎勵機制 / The purpose of this study is to realize the relation of organizational culture, knowledge management, and organizational learning in educational administrative Organization. According to some conclusions and suggestions from this study , I hope supply these to educational administrative organization to shape fine organizational culture, develop knowledge management and practice organizational learning. The research methods this study adopts are literature analysis, questionnaire survey and interview. First, collect relational literatures to examine the meaning,, levels and measures of organizational culture, knowledge management, and organizational learning in educational administrative organization. Then, via questionnaire survey to acquire current datum of organizational culture, knowledge management, and organizational learning in educational administrative organization, and by statistics to analyze these empirical datum. Besides, connected with research objectives to conduct interview by extended interview outlines. Finally, make some conclusions by synthesized research discoveries and supply concrete suggestions. The sample consisted of 1100 educational administrative organization staffs from Ministry of Education, Education Bureau of Taipei and Kaohsiung City and other cities and counties . 795 data are valid. The questionnaire data were analyzed by mean, standard deviation , t-test , one way analysis of variance（ANOVA）, and hierarchical regression. The results of this study are as follows： 1. The performances of organizational culture, knowledge management, and organizational learning in educational administrative organization are above average. 2. There are significant differences in organizational culture of educational administrative for different population and environment variables. 3. There are significant differences in knowledge management of educational administrative for different population and environment variables. 4. There are significant differences in organizational learning of educational administrative for different population and environment variables. 5. Organizational culture can effectively predict organizational learning. 6. Knowledge management is significant moderate variable for organizational culture and organizational learning in educational administrative organization, and knowledge creativity has mainly moderate effect. 7. The strategy to shape organizational culture in educational administrative organization. （1）Build shared develop objectives of organizational culture. （2）Organization leaders should behave concern and open. （3）Build communication approach of staffs’ deep dialogue. （4）Improve environmental facilities to shape fine image. （5）Build well regulations and behavior norms. （6）Build effective awarding measure to facilitate creativity. 8. The strategy to promote knowledge management in educational administrative organization. （1）Organization leaders support participation positively. （2）Analyze knowledge map of educational administrative organization. （3）Collect systematically to strengthen the interior of knowledge. （4）Build knowledge database to implement management system. （5）Promote Internet education to expand share and transfer. （6）Knowledge achievement-orientation facilitates creative knowledge. 9. Strengthen the strategy of organizational learning. （1）Develop core value of organizational learning. （2）Integrate divergent opinions systematically to face problems. （3）Arrange organizational learning according to future demands. （4）Change existent habits and negative attitudes. （5）The approaches of organizational learning should be multiple. （6）Encourage to create and practice accountability evaluation. Based on the conclusion, hopefully the suggestions below could be a reference for the Institution of educational administration in Taiwan to build the high-quality organizational culture, to promote the knowledge management and to strengthen organization learning. 1. Determine the core value and deepen the knowledge management. 2. Build trustful environment and sharing culture. 3. Construct virtual knowledge community for administration Institution. 4. Develop trainings for system integration to lift performance. 5. Establish a whole electronic intelligent e-workflow. 6. Learn best practices and build benchmarking. 7. Value the customers’ opinion and future planning. 8. Strengthen reward system for institutional research and development. Keywords：Institution of Educational Administration； Organizational Culture；Knowledge Management； Organization Learning