Information system introduction is an organizational learning process, in which organizational members learn how to introduce information system into an enterprise. While learning, however, individuals always act defensively ¡XModel I theories-in-use, and the defensive behaviors usually bring counterproductive or unintended consequences or limited learning (Argyris, 1978, 1985, 1990, 1999). Similarly, in the process of introducing information system, the organizational members' defensive behaviors will make information system cannot completely meet the business needs or cause schedule delay. In this research, we conduct a case study to explore the defensive phenomenon during the process of introducing information system. Based on theories of action and literature about organizational defense (Salaway, 1984, 1987; Wastell, 1999; Henfridsson & Soderholm, 2000), we investigate the defensive phenomenon and generalized it into ten stories. The analyzing results show that users, MIS staff, and top managers all have defensive behaviors in introducing information system and thus cause negative effect. Therefore, this research suggests the organizational members move from Model I to Model II orientation and practice to introduce information system more effectively.

Up to now, the extant research has emphasized the employment of KM to gain competitive advantage for organization, but few studies address the relevance of KM environment to support the strategic objective. Gartner has proposed a classification scheme for KM implementation, which indicates that life cycle of KM practice, but the study still falls short of guiding organizations to implement the suggested KM category. The motivation and purpose of this study are induced. This study attempts to investigate the impact on KM implementation based on the organizational learning perspective. The investigation is conducted through a case study approach, where some companies with best KM practice are included. The findings based on case study results indicate that environment uncertainty, organizational orientation, and task type can influence organizational learning behavior and subsequent the deployment of KM systems. In summary, organizations may implement different KM systems depending on the environment confronted by the organization. This study is focused upon the difference in KM systems deployed by various organizations. Past research has assumed that all organizations have similar needs in KM and therefore proposed an uniform IT framework to suit organizational needs. This argument has been refuted by this research. We suggested that KM is a multi-facet phenomenon, in which many enablers contribute to the working of KM. An organization ought to establish its KM environment based on its organization imperatives and learning needs.

In the dynamic era, knowledge management is an important means that enterprises show one's talent and maintain the advantage of the competition. If enterprises can manage knowledge well, it can grasp and win the first chance of strength. And in order to maximize the knowledge management effectively, enterprises need to utilize the performance index to weigh the effect, and then improve it. In enterprises, the goal of organizational learning is creating knowledge and using knowledge to solve problems. So organizational learning closely linked with knowledge management. This study attempts to investigate the impact on KM performance based on the organizational learning perspective. As enterprises want to improve the performance index of knowledge management, they only need to find out key factors to the performance index, and then improve it. Furthermore, different KM strategies can help to find out influences on KM performance. When the KM performances of enterprises are not satisfactory, enterprises need to inspect the KM strategy to adopt suitably and adjust the KM strategy accordingly. This study also investigates how organizational learning enabler impacts organizational learning. This study used questionnaire investigation to prove the research model is fit or not, and used ANOVA and regression analysis to test all hypotheses. The result of the study shows that organizational learning has influence on knowledge management performance. Organization position and task complexity will enable organizational learning, and through different KM strategies, the impacts of KM performance based on organizational learning are different.

Abstract In the economical times of knowledge, knowledge becomes into the most important resource. Corporations are making a race between learning speed and time pass. It meets the forecast of Peter F. Drucker, ¡§ 21st century is learning first and knowledge century¡¨. Corporations must consider how to make the organizational learning to transfer themselves into knowledge corporations in the future. The subject of this study is ¡§Organizational Learning Based on The Knowledge Management¡¨. After studying related theoretical literatures of knowledge management and organization learning, to clear the relation between knowledge management and organization learning, and to develop a model. This model must be easy used for corporations to establish their organizational learning based on the management knowledge. This model also must be reviewed to be useful by SYSCO case. The result of this study is to develop a model for organizational learning based on knowledge management. It includes 7 parts: resources input, organizational learning, intelligence capital, resources output, internal promotion factors, external promotion factors and single/double learning cycles. In this model, any corporation is a learning organization to continue learning by single/double learning cycles. To base on knowledge management, Corporation continues to evaluate the competitiveness by outside environments and inside resources. Depend on knowledge platform, corporation sets up a learning system in its learning center and also set up personnel system, organization system and customer system together, then input individual knowledge and organizational knowledge into its systems to make organizational learning. The process of organizational learning is knowledge acquiring, knowledge sharing and knowledge applying. After organizational learning, corporation transfers knowledge into intelligence capital, which includes personnel capital, organization capital and customer capital. Finally corporation enhances its competitiveness and creates customer¡¦s value by its intelligence capital, and it also increases corporation¡¦s value. After checked by SYSCO case, this study can be proved to be a useful model for corporations to establish their organizational learning based on knowledge management. In this model, we must take care the completeness for all 7 parts, and we must take care the tightness & practice for each part. Internal leadership and culture are the most important energy to promote organizational learning. Knowledge platform and information platform can make good performances. External customer, supplier, competitor and benchmarking corporation are important factors to promote organizational learning. If we can consider above mention, then we can get a good performance in organizational learning based on knowledge management.

Organizational Change has become a maintrend nowadays, due to the influence of globalization, customer need, technology innovations and the convenience of information acquisition. By reviewing relative literature extensively, it is found that the research on how organizational culture and organizational learning affect organizational change is very seldom, thus this research is intended to aim at this topic finding out if there is any relationship. The questionnaire is distributed to 400 employees from four companies, 178 pcs questionnaire is returned, and 103 pcs complete questionnaire is analysised. After examining the reliability and validy by cronbach alpha and factor analysis, this research do the analysis of variance and multiple regression, and finally finding out the following conclusions, 1. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 2. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 3. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 4. Employee¡¦s perception to organizational culture ¡§teamwork¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 5. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 6. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and marketing & sales dept. show low level resistance to change in ¡§subjective acceptance.¡§ 7. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and research & development dept. show low level resistance to change in ¡§objective identity.¡§

The involvement of executives and the promotion time it takes are the key factors of organizational change. On many cases, failure results from program abandoned by executives too early just because it did not work as plan going. In the other hand, low of employees retention also cause the program not easy to sustain. This study is mentioned about how does the involvement of executives influence the changes of organization by case study approach: The first,why executives devote himself to the changes ? ¡]1¡^The change type of SH company is an enterprise need, have to respond an enterprise to beg continuously to beg to change lately. ¡]2¡^"Systems thinking" unties a dilemma of perplexing the SH company executive several years price war mire Nao, providing a different thinking method, promoting a SH company significantly, the executive fixs to practice continuously of motive. ¡]3¡^The executive would like to wait for because of the function of understanding"time delay", endure patiently.And feel five benefits which fix to practice by set oneself up as an example, even become one part of its value. The second,what are the factors disturbing the changes? ¡]1¡^ The biggest resistance comes from the executive oneself's mental models. ¡]2¡^ Time delay and time not enough influence. The third,what are the reflections of this study? ¡]1¡^From discipline to practice a beginning personally. ¡]2¡^Look for an of one mind friend, can keep on a deep ploughing. ¡]3¡^The structure suggestions which the fifth discipline to carry on.

The core issues of traditional manufacturing industry are production and marketing. Adopting the suitable marketing strategies and production techniques based on each product characteristics will render competitive advantage. In this paper, the relationship between the knowing of production and application process of sales representatives and the marketing process was studied. Customers from different regions having various concerns of the quality and cost, require differently. The customer feedbacks collected and classified as quality and service issues, were delivered to both the production and marketing departments to help them finding the solution together. What is more, the production department can be engaged in the improvement and follow up the result for the execution according to the customer feedbacks collected from sales department and some problems which occur during production. This research provides opportunities for employees to exchange experiences, learn from each other, and improve techniques in order not to make the same mistakes again. They have learned to do everything of their own accords and increase the efficiency of management as well. It also helps the marketing personnel to understand that their knowledge on product properties and production process and successfully stimulates to learn more and enhance the skills of selling and negotiating as well.

Thesis (M.Ed.)--Memorial University of Newfoundland, 2001. / Bibliography: leaves 100-103.

Thesis (Ph.D)--Virginia Commonwealth University, 2009. / Prepared for: School of Education. Title from title-page of electronic thesis. Bibliography: leaves 178-201.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.