Sustained success for an organization is based upon its ability to constantly realign with opportunities that emerge within their markets. Thus, organizations must continually evolve as markets evolve. This thesis examined how mature stage organizations within the financial services industry can adopt entrepreneurial approaches to learn, evolve and improve their competitiveness. Despite the rate of technological change, globalization, and convergence of industries that has occurred in the last decade, there is no clear model to support the adoption of entrepreneurial activities within mature stage organizations. Adopting an exploratory qualitative case study approach, the researcher interviewed informants with experience in the financial services industry in Australia, Europe, North and South Asia, and the United States of America to explore the research question: How do mature stage organizations integrate strategic alliances as an entrepreneurial approach and capitalize on learning in response to evolving markets? Interviewing key informants within the financial services industry, the study confirmed a range of means of conceptualizing, introducing, and managing new business initiatives through strategic alliances. These findings were synthesized into a hypothetical organization in which, it became evident, the more entrepreneurial and innovative the organization became, the more capable it was of sourcing and responding to new opportunities within existing and related markets. The study confirmed the need in strategic alliances for shared vision, strong leadership, effective communication of the organization's direction and strategy, a culture that embraces flexibility, business competence, a commitment to respect and manage differences between organizations, an ability to work collaboratively, and a willingness to upgrade or replace business processes and technologies to support innovation. The study sought to provide an understanding of how entrepreneurial approaches can remain fluid rather than become static, and how they can be preserved within mature organizations. The importance of leadership, commonality of vision, collaboration, communication, integration of business structures and processes, and willingness to learn from each other began to emerge as central issues from the initial interviews. Consequently, a second research question was added: How do partnering organizations operating in the mature stage of a corporate life cycle within the construct of a cross industry agreement strategic alliance adopt an entrepreneurial approach and mutually learn to recast the direction of their relationship? The study confirmed that organizations should develop and support a culture that embraces learning, flexibility and change. Entrepreneurial organizations require vision, leadership, business structures, processes, and competencies to support innovation. This research adds to the field by establishing that innovation is embedded in the ability of partnering organizations to learn continuously and collaboratively. In doing so, they become more capable of realigning with changing markets and creating and capitalizing on new markets. The research concludes that less hierarchical organizational structures within partnering organizations support strategic alliances and promote the ability of organizations to learn how to cooperate, collaborate, and grow individually and mutually together.

<p>Information technology (IT) is considered as a driving force in the development of organizations but earlier research has shown that technology is not enough to build, improve and increase organizational capabilities and performances. This means that organizational learning (OL) is an effective theory to capture and nourish knowledge in order to create knowledge driven competitive advantage. IT, however, plays a major role to create and share new knowledge to promote organizational learning. In today’s competitive environment it is an urgent requirement that organizations must develop and utilize IT based applications or systems to create a learning environment so that both employees and organizations can learn in an innovative ways, but the question remains how IT impacts OL in such a way that organizations can improve performances and capabilities complying with organization’s strategic goals.</p><p>This thesis deals with the use of IT in organizational learning at both levels; 1) learning at individual level to know that how individuals learn in an organization and how IT support learning at this stage and 2) learning at organizational level that focuses on how an organization learns and how IT affects it. The purpose of this study is to identify the relationship between IT and OL and describe the role of IT in promoting OL through the study of two selected companies, Accenture and ABB, employing the OL concept. To achieve the purpose of this study a qualitative approach has been used as it provides a thorough understanding about the role of IT in OL.</p><p>The analysis presents a thorough insight of organizational learning dividing it into learning at individual level which is based on the Nonaka and Takeuchi (1995)’s SECI model for knowledge conversion and learning at organizational level using the Huber (1991)’s learning processes to develop as well as facilitate the organizational learning. The role of IT is analyzed through the knowledge management strategies from Hansen et al. (1999).</p><p>The results show that information technology has an impact over organizational learning as IT facilitates OL at both the individual level and the organizational level in creating knowledge which ultimately enables organizations to improve capabilities and enhance performances to cope with change. Companies are using various IT application or tools to promote OL either through knowledge depository database, online training, staff rotation planning or various IT based communication channels. The use of knowledge management strategy and the role of IT on OL coincide with the strategic objective set by the company. Companies also use different combinations between tacit and explicit knowledge in respond to the strategic goal. Both tacit and explicit knowledge are always used in all companies but the mixture produces different results. It is the management that has to determine the right combination between them to create the maximum impact on OL. IT can be a tool help managing tacit and explicit knowledge but people are more important in the process of knowledge creation as it is individuals who possess the critical minds led to learning. It is important to realize a fact that organization will never learn if its people do not learn.</p><p>The work is of great interest to the parties involved in organizational learning using information technology.</p>

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Thesis (Ph. D.)--University of Idaho, 2006. / Abstract. "April 2006." Includes bibliographical references (leaves 171-179). Also available online in PDF format.

Information technology (IT) is considered as a driving force in the development of organizations but earlier research has shown that technology is not enough to build, improve and increase organizational capabilities and performances. This means that organizational learning (OL) is an effective theory to capture and nourish knowledge in order to create knowledge driven competitive advantage. IT, however, plays a major role to create and share new knowledge to promote organizational learning. In today’s competitive environment it is an urgent requirement that organizations must develop and utilize IT based applications or systems to create a learning environment so that both employees and organizations can learn in an innovative ways, but the question remains how IT impacts OL in such a way that organizations can improve performances and capabilities complying with organization’s strategic goals. This thesis deals with the use of IT in organizational learning at both levels; 1) learning at individual level to know that how individuals learn in an organization and how IT support learning at this stage and 2) learning at organizational level that focuses on how an organization learns and how IT affects it. The purpose of this study is to identify the relationship between IT and OL and describe the role of IT in promoting OL through the study of two selected companies, Accenture and ABB, employing the OL concept. To achieve the purpose of this study a qualitative approach has been used as it provides a thorough understanding about the role of IT in OL. The analysis presents a thorough insight of organizational learning dividing it into learning at individual level which is based on the Nonaka and Takeuchi (1995)’s SECI model for knowledge conversion and learning at organizational level using the Huber (1991)’s learning processes to develop as well as facilitate the organizational learning. The role of IT is analyzed through the knowledge management strategies from Hansen et al. (1999). The results show that information technology has an impact over organizational learning as IT facilitates OL at both the individual level and the organizational level in creating knowledge which ultimately enables organizations to improve capabilities and enhance performances to cope with change. Companies are using various IT application or tools to promote OL either through knowledge depository database, online training, staff rotation planning or various IT based communication channels. The use of knowledge management strategy and the role of IT on OL coincide with the strategic objective set by the company. Companies also use different combinations between tacit and explicit knowledge in respond to the strategic goal. Both tacit and explicit knowledge are always used in all companies but the mixture produces different results. It is the management that has to determine the right combination between them to create the maximum impact on OL. IT can be a tool help managing tacit and explicit knowledge but people are more important in the process of knowledge creation as it is individuals who possess the critical minds led to learning. It is important to realize a fact that organization will never learn if its people do not learn. The work is of great interest to the parties involved in organizational learning using information technology.

No description available.

¡@¡@While an organization facing a dynamic environment, the only way to survive is to learn as soon as possible. Therefore, organizational learning becomes more and more important. Age of knowledge economy is coming, human resource becomes the key of the competitive advantages. Does learning-oriented human resource have positive influences in organizational performances? In this thesis, the study will discuss this topic from the aspect of learning-oriented human resource and try to find the relationship between learning-oriented human resource and organizational performances and as well as the relationship between the system of learning-oriented human resource and organizational performances. Moreover, the indirect impact of human resource practices intertwined with human resource and competitive strategy as a moderator is also under scrutiny. ¡@¡@This thesis is conduct through opinion survey, relied by the directors of human resource and core department in each company, the findings of the thesis can be summarized as follows: 1. ¡§ Control ¡¨ and ¡§ performance appraisal ¡¨ of the learning-oriented human resource practices impact the organizational performances positively. 2. There is no evidence to show that the system of learning-oriented human resource impacts organizational performances either positively or negatively. 3. The relationship between ¡§cooperation¡¨ ¡§cooperation within departments¡¨ and ¡§training¡¨ of learning-oriented human resource practices and organizational performance will be contingent on an organization¡¦s competitive strategy.

As the number of employee retirement grows, the enterprise inevitably faces the manpower change on a large scale. In order to reduce the cost of the knowledge inheritance from senior personnel to junior personnel to the minimum, it is necessary to evaluate the feasibility of establishing an educational mechanism based on ¡§organizational learning¡¨ and ¡§knowledge management¡¨, under which the junior personnel can learn effectively. Based on the experiences, methods as well as the implementation skills accumulated by the senior personnel in the long term, ¡§Knowledge Management¡¨ constitutes the mechanism of expertise acquisition, integration and accumulation by tutoring and practicing. With the mechanism, the knowledge inheritance is brought into full play and furthermore, develops new expertise unceasingly. By ¡§Organizational Learning¡¨, organization can acquire the persistent competitive advantage. Therefore, the research goal includes the following: 1. Comprehend the application of ¡§Knowledge Management¡¨ and ¡§Organizational Learning¡¨ on corporate organization and educational training. 2. Discover the possible latent problems in the existing operation mode adopted by TPC training unit. 3. Intend to establish an operation mode by setting up a corporate university based on ¡§Knowledge Management¡¨ and ¡§Organizational Learning¡¨. To improve the operational effectiveness of TPC training unit and to enhance knowledge transfer and talent development. Based on the material obtained from the comparison between the existing theory and the empirical information, results of this study draw conclusions as follow: 1. Corporate university operated by the mode of ¡§Organizational Learning¡¨ and ¡§Knowledge Management¡¨ can achieve enterprise goal. 2. Corporate university can build the learning-friendly environment that is favorable for constructing a learning organization. 3. Corporate university not only teaches expertise and workmanship but also organization culture. 4. Corporate university is the core factor and driving force of business continuity. Keywords¡GKnowledge¡BKnowledge Management¡BOrganizational Learning¡BLearning Organization¡BCorporate University

Along the irreversible trend of globalization, the market competition is getting even more rigorous around the world. Meanwhile, the dynamic revolution of management concept has brought unprecedented challenges for small and medium enterprises. However, amid the era of pandemic internet and smart phone, when small and medium enterprises can utilize the strength of organizational team work, the potential of a greater leaping growth is nevertheless more substantial than the past. As a result, it is even more vital for the small and medium enterprises to consider how to success under the limited resources, pursuing a clear vision, establish a sound company culture, execute a comprehensive management system, to achieve the ultimate goal of maintaining the spring of stamina as countermeasure for ever changing environment. The objective of this study is to investigate the corporate development background of Y company; dissect key successful factors within Y company, while focused primarily on practical experience of incorporating visions and balanced score card as subjects for this research. This study has observed that most companies and institutions failed to successfully implement the establishment of vision and execution of strategies. Primary parameters for such futile endings are usually due to the inconsistency of strategies with regard to communication of strategy, performance assessment, and incentive remunerations. Using balanced score card, managers of small and medium enterprises can develop future direction, substantiate the vision and strategy, and achieve corporate and personal goals. Due to the scale of small and medium enterprises, usually they are relatively more conservative and practical while incorporate new policy, which is likely not to put vast amount of cash and time in vain. Small and medium enterprises can take advantage of strategic transformation via balanced score card to readjust the short term goal and long term development strategy; in order to elevate the competitiveness and commitment of a sustainable business. The approaches for such transformation are : 1. Identify and interpretation of vision and strategy; 2. Assessment, communication and integration of strategic goals and appraisals, set up key performance index; 3. Lay out policies and action plans; 4. Audit the performance, enhance strategic feedback, embrace remediation plans and continuous learning.

Organizations are faced with competitive and changeable environments which demand more prepared employees to successfully cope with these current and future challenges (Oswick, Grant, Michelson, and Wailes, 2005). Organizations, as a way to cope with more hostile environments, may foster individual learning, intrapreneurship, and organizational learning within their employees in order to potentially increase the organizational level of competitiveness. In other words, individual learning, intrapreneurship, and organizational learning may help organizations increase their levels of productivity and be better prepared to face uncertain scenarios. The purpose of this study was to examine the path of relationships among Environmental Hostility, Individual Learning, Intrapreneurship, and Organizational Learning for two selected mining companies in Chile. A survey instrument was applied to 383 participants who worked in the mining companies. Structural Equation Modeling was the statistical technique utilized to examine if the collected data supported the researcher?s proposed model. None of the models - the researcher?s proposed model, a proposed model based on Exploratory Factor Analysis, and a proposed model based on AMOS; were considered as confirmed models. For this reason, four possible arguments were elaborated to explain why the data did not fit any of the models. First, there is a lack of empirical support of the potential relationships among the construct/variables of the proposed model. Second, this study is a pioneering work in examining Environmental Hostility, Individual Learning, Intrapreneurship, and Organizational Learning altogether. Third, previous studies related to the construct/variables of this study were mainly conducted in the United States and Australia. Fourth, and finally, the social and economic scenarios that Chile faced during the last century were very different than the social and economic situations confronted by the United States in the same period.