The field of organizational learning (OL) has been characterized by a wide diversity of opinions, definitions, and conceptualizations. After the publish of Senge's ¡mThe fifth discipline¡Gthe art and practice of the learning organization¡n, OL becomes a biblical important management topic after 1990s. In Taiwan, many business enterprises have been continuously accumulated OL management practices for near 20 years. However, the researches about how to build learning organization or OL were inadequate and insufficient empirical studies are made. This paper is an exploratory research employs mainly the ¡§case study¡¨ method to study the OL activities and processes in a Taiwanese company (C Company), an OL pioneer of practice, which has been continuously establishing OL for over 10 years without stop even facing the financial crisis. In C¡¦s case, 2-stage OL transformations are demonstrated with different learning strategy, value, structures, mental models, and results/consequences The major findings of this study are summarized as following: 1.The C company leader¡¦s personal experience is the key influence factor to C¡¦s OL. 2.The reform in the OL evolution of C company shows as practical example/model how organization can adapt and unlearn from single-loop learning to double-loop learning then deutero-learning eventually.

This paper aims to provide a description of how knowledge can occur in Apoteket AB, an organization that is operating on the Swedish pharmacy market. The purpose of this paper is also to describe how the organizational learning occurs in the organization, and how the outcome of this learning can be stored in the organizational memory. This subject is of interest since Apoteket AB experience changes in their external environment in that they no longer have monopoly to sell pharmaceuticals on the Swedish pharmacy market. Earlier research claims that organizations need to develop new knowledge in order to take action, and this development needs to be supported by the management within the organization. The collection of primary data was done by two qualitative interviews with employees within the organization of Apoteket AB. Our conclusions are that knowledge can occur in many forms, such as tacit and explicit knowledge. The vast majority of the knowledge within the organization is the information that can be found in the electronic database Aponet within Apoteket AB, and that is useful for the employees in their daily work, and therefore is known as explicit knowledge. Since this knowledge is to be found through Aponet, the organizational memory plays an important role in sharing knowledge. The organizational learning can also be found in many different forms, making it possible for the organization to benefit from the employees experiences and discoveries. The outcome of this learning is often stored in the organizational memory known as social networks, which includes the employees in different situations.