[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

Made available in DSpace on 2017-07-10T16:05:01Z (GMT). No. of bitstreams: 1 Ariane.pdf: 3732159 bytes, checksum: 8c23997cdbdd2fa4cf3d8b5cc970076c (MD5) Previous issue date: 2016-03-09 / The objective of this study is to investigate the influence of organizational learning and intellectual capital on competitiveness and business mortality of organizations participating in the Bom Negócio Paraná Program. The importance of this study is related to the theoretical, empirical and social contributions it brings to the scientific community and society. The study is positivist; with quantitative and descriptive approach and was conducted through desk research and a survey applied to a sample of 266 entrepreneurs with a response rate of 60% of the sample enabled by the nucleus of Cascavel. The questionnaire was composed of indicators from three different authors: Steil (2002), Bontis (1999) and Gold, Malhotra e Segars (2001). To examine the hypothesis of this study and validity of the model, it was adopted the Partial Least Square PLS statistical analysis proposed by Wold (1966), based on the methodology of Dal Vesco, Popik e Beuren (2012). In general, the results showed that the elements of organizational learning when working in isolation are not capable of generating competitive advantage or reducing business mortality rates. Regarding the intellectual capital, when the company invests in any one of its elements it can contribute to increase competitiveness, although the elements of intellectual capital by themselves are not enough to cause business death. This research also found that business competitiveness affects negatively business mortality. By the results of the analysis of the variables relationships considered in this study, it was concluded that the results are in accordance with the low business mortality rate after PBNP capacitation of entrepreneurs. As suggestions for future work, we suggest the application of this model in other PBNP centres in the state of Paraná, and the comparison of results obtained by this model between classes trained in person and via distance mode. / O presente trabalho tem por objetivo verificar a influência da Aprendizagem Organizacional e do Capital Intelectual na competitividade e na mortalidade das empresas participantes do Programa Bom Negócio Paraná. A importância deste estudo está relacionada às contribuições teóricas, empíricas e sociais. A pesquisa de caráter positivista, com abordagem quantitativa e cunho descritivo foi realizada por meio de pesquisa documental e uma survey, em uma amostra de 266 empresários, e uma taxa de resposta de 60% da amostragem dos capacitados pelo núcleo de Cascavel. Aplicou-se aos respondentes um questionário composto pelos indicadores provenientes do Modelo de Mensuração de Aprendizagem Organizacional de Steil (2002), do Modelo de Mensuração do Capital Intelectual de Bontis (1997) e do Modelo de Mensuração da Competitividade Empresarial de Gold, Malhotra e Segars (2001). Para analisar as hipóteses deste estudo e validade do modelo elaborado, adotou-se a análise estatística proposta por Wold (1966), Partial Least Square PLS com a metodologia Dal Vesco, Popik e Beuren (2012). De maneira geral, os resultados demonstraram que os elementos de aprendizagem organizacional, quando trabalhado de maneira isolada, não são capazes de gerar vantagem competitiva ou reduzir a mortalidade empresarial. Em relação ao capital intelectual, o investimento em qualquer um de seus elementos, em qualquer que seja, contribui para a competitividade empresarial, porém, isoladamente, esses não são suficientes para causar mortalidade empresarial. Constatou-se também que, a competitividade reage de maneira negativa à mortalidade empresarial. Conclui-se que, o resultado das análises das interações das variáveis consideradas pelo presente estudo, está em conformidade com o baixo índice de mortalidade das empresas participantes do PBNP após a capacitação. Como sugestões para trabalhos futuros, sugere-se a aplicação deste modelo às demais unidades do PBNP espalhadas pelo Paraná, e a comparação dos resultados obtidos por esse modelo entre as turmas capacitadas presencialmente e via modalidade a distância.

本研究主要探討汽車業向技術母廠取得技術及經由組織學習提升本身能力和累積知識基礎的過程，以擁有成功技術移轉經驗及優異學習能力的中華汽車為研究主體，結合技術移轉與組織學習兩個研究子題，探討中華與日本三菱技術移轉的過程及中華組織學習的情形，主要研究目的為探討組織在進行技術移轉後，如何將外部取得的技術與知識有效地移轉到組織內部，並經由組織的學習機制，在吸收、內化及整理後使知識在組織內儲存及擴散，並成為下一次創新的基礎。 本研究採用「個案研究法」，只選擇中華汽車一家企業以深度訪談的方式，深入地報導企業的實際做法並將完整知識流通的過程結合文獻發展命題。主要的結論有十四個：知識取得與轉換方面為「技術移轉的雙方針對各自所訂定的目標及不同的策略考量會有選擇性的移轉及應用技術」、「移轉技術的類型會影響技術移轉過程中的移轉媒介及溝通密度」、「移轉技術的內容不同將影響其傳遞及轉換的模式」、「技術接受者的技術成熟度與組織複雜度愈高將有助於提昇連續性技術移轉的成效」。知識吸收與內化方面為「組織中相對應的學習活動有助於技術移轉成效的提升及確保技術成功的移轉」、「組織的知識基礎及累積的技術實力有助於組織吸收能力的提升」、「負責技術移轉與傳遞的人員特性會影響知識吸收與內化的程度」。知識整理與整合方面為「跨越疆界者的角色有助於多元化知識與資訊的整理與交流」、「有效的知識系統或觀念架構是將個人的知識分布圖組成組織知識地圖的關鍵成功要素」、「建立知識地圖的觀念架構在收集、儲存、取用知識的過程中應有彈性以配合知識多樣化的特性」。知識儲存與擴散方面為「跨部門的協調與聯結機制有助於知識的儲存與擴散」、「組織須有分享的機制以促進知識的擴散」、「標準化的電子格式系統有助於提升知識儲存與取用的效率」。知識創新方面為「知識的創新必須建立在過去系統化知識的累積與知識在實踐中累積的經驗」。

Ett aktuellt exempel på en bransch i stort behov av förändring är fackförbunden, som kan liknas vid tjänsteföretag där service och utveckling blir allt viktigare för att attrahera medlemmar och skapa konkurrensfördelar. Att vara medlem i ett fackförbund har under en lång period varit en självklarhet för många förvärvsarbetare i Sverige. Men under senare tid har förutsättningarna för den fackliga verksamheten förändrats. Delvis beror det på att genomförd höjning av a-kassan, stor generationsväxling på arbetsmarknaden, nya branscher och anställningsformer förändrar intresset för anställda att ansluta sig till fackliga organisationer. Detta samtidigt som allt fler ifrågasätter nyttan av medlemskapet. För att kunna behålla styrkan som förhandlingspart och opinionsbildare behöver fackförbunden attrahera nya medlemmar. Detta är en fallstudie av fackförbundet Unionens pågående förändringsarbete med syfte att identifiera interna förutsättningar för nyskapande av mervärdet. Studien har en deduktiv ansats. Empirin har insamlats genom kvalitativa intervjuer på Unionen. Teoridelen belyser olika faktorer som är viktiga för att kunna genomföra en framgångsrik förändringsprocess såsom involvering, inlärning och nyskapande, totalkommunikation och affärsidé. Resultatet visar på vikten av hög involvering av såväl medlemmar som anställda då detta ger underlag till nya kunskaper och skapar engagemang. Slutsatsen av studien är att involvering av medlemmar och anställda är grunden för att Unionen ska kunna möta förändringar i omvärlden. Genom involvering och intern marknadsföring skapas engagemang, motivation och förståelse hos de anställda, vilket ger möjlighet till nyskapande av tjänsteerbjudandet. Uppfattningen om affärsidén måste överensstämma hos både medlemmar och anställda. Om dessa kriterier uppfylls finns goda chanser till ökat mervärde för alla parter. / A current example of a sector in basically need of change are the trade unions, which can be compared to service companies where service and development becomes more important in order to attract members and to create competitive advantages. Membership in a trade union has too many acquisition workers in Sweden during a long period been a matter of course. In latter time the conditions for the trade union activity has been changed. It partial depends on implemented increase of the unemployment fund, great alternation of generation on the labor market, new sectors and forms of employment that change the interest for employees to connect to trade unions. At the same time more people questions the aim of the membership. In order to retain the strength as party to negotiations and opinion builder the trade unions needs to attract new members. This is a case study of the trade union Unionen's ongoing change work with aim to identify internal conditions for innovation of the added value. The essay is based on a deductive research approach. The empiric has been collected through qualitative interviews at Unionen. The theory part elucidates various factors that are important in order to implement a successful process of change such as involvement, learning and innovation, total communication and business concept. The result shows on the need of high involvement of members and employees because this gives base to new knowledge and creates commitments to the mission. The conclusion of the study is that involvement of members and employees is the basis for Unionen to meet changes in the surrounding world. Involvement and internal marketing creates commitments, motivation and understanding to the employees, that gives possibility to innovation of the offer. The view of the business idea must correspond with the opinion of both members and employees. If these criteria are met there are good opportunities to achieve increased added value for all parties.

高雄捷運為國內第二條捷運系統，承繼了台北捷運的經驗，在日新月異的交通需求中，也肩負開啟國內其他地區興建捷運學習的榜樣。2008年紅橘雙線通車，捷運開始逐步改變高雄民眾的交通習性。捷運的建造是政策也是挑戰，向其他政府進行學習也是必經的過程。因此研究者希望透過高雄捷運個案來分享其政策學習過程，藉由描述及資料的分析來做實際案例的呈現。 研究者利用次級資料分析法探究理論及相關研究，再透過滾雪球抽樣及深度訪談法，與曾經參與政策學習的捷運相關人員進行訪談，探討高雄捷運的政策學習過程。最後以三角交叉驗證法來比對文獻與訪談內容，提升理論與研究的對照性。研究發現，高雄捷運的地區條件、兩大組織高雄市政府捷運工程局及高雄捷運公司的定位與台北捷運有所差別，互相學習之外也發展出了各自特色。在政策學習上，台北及國外經驗皆具參考價值，在參訪、座談、考察、聘請顧問等方式向外學習之外，內部也透過小組會議、技術交流發表會來做資訊互通，同時也藉由外派或顧問的角色來與自身所學相輔相成。學習內容也由基礎內容、困境學習來深化人員掌握政策資訊的程度；另外，高雄捷運也將實用性與創意性結合，成為其他單位觀摩的範例。研究者於文末也提出建議：加強專業訓練提升人員學習動力、建立學習分享平台、培養多元視角並持續吸收國內外相關知識技術、設立獎勵及檢討機制等，希望對高雄捷運組織及人員的整體學習有所幫助。

Made available in DSpace on 2016-12-12T20:32:04Z (GMT). No. of bitstreams: 1 SANDRA.pdf: 1542601 bytes, checksum: 9a7932c26ef346b96439ce50f823895a (MD5) Previous issue date: 2007-06-28 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The present work has as study object the learning and the personal development as main element for the development of the organizations that learn. The companies learn when the people who compose it are made use to learn, to develop its professional and personal abilities, its potentials and to line up its objectives of life with its careers. With a much more competitive market and sequences and continuous transformations in the world of the businesses, the organizations and the people have needed to adjust themselves to these changes. These new times require behavior changes, change in the way to think and to act, in all the spheres of the society. Inside of this context of transformations, it can be said that the management of people is one of the areas that more have suffered changes in recent years. The incessant search for the quality in the organizations, for the increase of the productivity, the profit of competitiveness and the excellence of the activities passes, impeder, for the management of people. Quality without the persistence of the human being does not exist. The work searches to approach the subject of as the personal development and professional of the human being it can contribute for the organization that learns, that is, as the people who learn (developing abilities and abilities) and lining up professional and personal life they can contribute with the growth of the organizations of the world contemporary. the work presents as objective generality to analyze the evolution of the individual learning and the personal development of the executives of Industry DIKLATEX, from one template that come being diligent in the organization , than it is to , lined to the objectives AND meats strategic from the company visa breed an organization than it is to he learns. The review accompanies the development from the PDI at the Diklatex among the meses as of July AND December as of 2006. The search he has shown , so much in theory as a in practice , the development from the apprentice plumber individual AND the development personal of the executives from the Industry DIKLATEX , from one template that come being diligent in the organization , than it is to , lined to the objectives AND metals strategic from the company , he comes fetching breed an organization than it is to he learns. The base methodological of the work is alicerçada well into research bibliographic AND I study as of I marry , as of dies descriptive exploratory , along analysis qualitative / O presente trabalho tem como objeto de estudo a aprendizagem e o desenvolvimento pessoal como elemento principal para o desenvolvimento das organizações que aprendem. As empresas aprendem quando as pessoas que a compõe estão dispostas a aprender, desenvolver suas competências, seus potenciais profissionais e pessoais e alinhar seus objetivos de vida com suas carreiras. Com um mercado muito mais competitivo e transformações seqüentes e contínuas no mundo dos negócios, as organizações e as pessoas tem precisado se adequar a estas mudanças. Esses novos tempos requerem mudanças de comportamento, mudança na maneira de pensar e agir, em todas as esferas da sociedade. Dentro desse contexto de transformações, pode-se dizer que a gestão de pessoas é uma das áreas que mais tem sofrido mudanças nos últimos anos. A busca incessante pela qualidade nas organizações, pelo aumento da produtividade, pelo ganho de competitividade e pela excelência das atividades passa, impreterivelmente, pela gestão de pessoas. Não existe qualidade sem o empenho do ser humano. O trabalho busca abordar o tema de como o desenvolvimento pessoal e profissional do ser humano pode contribuir para a organização que aprende, ou seja, como as pessoas "que aprendem" (desenvolvendo competências e habilidades) e alinhando vida profissional e pessoal podem contribuir com o crescimento das organizações do mundo contemporâneo. O trabalho apresenta como objetivo geral analisar a evolução da aprendizagem individual e o desenvolvimento pessoal dos executivos da Indústria DIKLATEX, a partir de um modelo que vem sendo aplicado na organização, que, alinhado aos objetivos e metas estratégicas da empresa, visa criar uma organização que aprende. O estudo acompanhou o desenvolvimento do PDI na Diklatex entre os meses de julho e dezembro de 2006. A pesquisa demonstrou, tanto na teoria como na prática, a evolução da aprendizagem individual e o desenvolvimento pessoal dos executivos da Indústria DIKLATEX, a partir de um modelo que vem sendo aplicado na organização, que, alinhado aos objetivos e metas estratégicas da empresa, vem buscando criar uma organização que aprende. A base metodológica do trabalho está alicerçada em pesquisa bibliográfica e estudo de caso, de cunhos descritivo exploratório, com análise qualitativa

Orientador: João Pedro Albino / Banca: Davi Noboru Nakano / Banca: Manoel Henrique Salgado / Resumo: 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 / Abstract: 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) / Mestre

Problem Area/ Purpose  The purpose of this research is to study how geographically scattered employees learn and create new knowledge with the help of wiki tool in distributed software development process. We aim to analyze how wiki supports four modes of knowledge conversion process model and how wiki helps in solving the complex problem in virtual organization learning.  Research Methodology  In this research qualitative interview study was used. We have conducted the interview with eight developers and experts in the company. Nonaka and Takeuchi (1995) knowledge conversion model was used while conducting the interview with developers. Similarly, in this research same knowledge conversion model was used for interpreting the answers that we got from the developers and experts.  Findings/Conclusion  Wiki as a knowledge management tool is possible for providing effective as well as efficient communication as per necessity of knowledge requirement in distributed software organization. The use of wiki in the organization for the virtual learning is really beneficial for knowledge creation, solving the complex problem and obtaining the useful effect on virtual team. Some drawbacks were also seen by the expert and developers in using wiki. Those drawbacks were all about genuineness, authenticity, accuracy, trustworthy and uniqueness of knowledge content.  Research Limitation & Delimitations  Due to geographically dispersed location of research sites, we faced difficulty to gather information related to company documents, reports and contextual information of organization. We conducted this research in the offices of Pakistan and office in USA.   Outcomes  The research that we have conducted showed that the developers in Software Company can share knowledge and also can learn through different modes of knowledge conversion model. This research also showed that developers are using the wiki tool for creating new knowledge as well as solving complex problem. This research helps in showing the benefit for other company and motivates the virtual organizations for implementing the use of wiki for different purposes.

組織慣性通常是組織對外在變化的適應與變革的阻礙。特別是在目前外在商業環境變化劇烈的時代，如何有效化解組織慣性以適應現況，變成一個重要的策略與管理課題；而企業資源規劃(ERP)的導入過程中，由於對組織的流程反思與再造，對企業會產生管理變革。本研究透過Godkin與Allcorn (2008) 以組織學習的觀點所發展的三構面組織慣性（思想、行動、心理）與化解方式模型，對於海峽兩岸的九個企業個案在導入ERP過程中所發生過管理變革的抗拒與化解的手法，辨識出其在管理模型中的組織慣性與化解的類型。在個案的研討之下發現，思想慣性是發生最普遍的一種組織慣性，心理慣性則發生在較為成立較久、地處偏僻或管理方式特殊的企業，行動慣性則較易發生在具科技背景的公司。而化解的手法中，思想慣性的反映實踐因為與ERP的導入方式相近因此較為常見，而雙回路學習則是要將管理變革的影響範圍擴大到高層。化解行動慣性的跨功能小組以及系統性問題解法與前提控制會同時採用，且需要高階主管的強勢領導。領導/組織容忍與過渡空間與時間是化解心理慣性的主要方式，也都有個案使用，但都需要考量組織所處的環境與成員特性來進行，以符合實際環境的狀況與需求。