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.

Introducing an information system is an organizational learning process, during the process of development an information system , organizational members learn how to introduce information technology into an enterprise. While learning, however, most of individuals always act defensively without any awareness, when solving their problems. For the purpose of Organizational learning, these defensive behaviors will bring counterproductive or unintended consequences or limited learning, and result in the information system which cannot completely meet the business needs or cause project¡¦s schedule delay. In this research, we use the process research model methodology which developed by D. Robey and M. Newman in 1992 year and 1996 year, identify the 16 sequences event process in the case of healthcare information project of E hospital, and define them as either encounters or episodes. From the view of organizational defense, we analyze these events base on the theories of defense mechanism from Argyris and documents about organizational defense from information management. The analyzing results show that there indeed exist many defensive behaviors during the development of project of E hospital, and thus cause negative effect. This research offers these defensive phenomenon for the CIO and project managers to take precaution against same mistake while implementing information project, and help organizational members learning effectively while introducing an information system, in order to reduce risk of project failure and improve control of information project¡¦s cost, quality and schedule.

¡§Market orientation will improve performance¡¨, this issue has been discussed over 30 years. Most of scholars think market orientation is the core of modern marketing management and strategy. However, there are numerous empirical studies that have examined the association between market orientation and organizational performance. Many studies have found a positive association between market orientation and organizational performance, but some studies have found no significant relationship. Therefore, some scholars interpret the mixed findings by incorporating the mediating variables. Some studies incorporate the innovation as a mediating variable between market orientation and organizational performance. Additionally, a series of recent studies have found that a firm¡¦s organizational learning is likely to indirectly affect organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. Therefore, this research presents a conceptual framework for incorporating organizational learning and innovations as the mediating variable between market orientation and organizational performance. The sample of this study has 145 companies of Information Technology Industry in Scientific Industry Park. Many quantitative methods, including t-test, ANOVA, regression analysis, and LISREL analysis, and used to test the hypothesis of this research. The major findings of this study are summarized as following: (1) Overall, the global model fit is acceptable. This empirical result supports the relationships among the market orientation, organizational learning, organizational innovations, and organizational performance. (2) Market orientation has a positive impact on organizational learning, administrative and technical innovation. Furthermore, the direct effect of market orientation on technical innovation is greater than the direct effect of market orientation on administrative innovation, but the total effect of market orientation on technical innovation is smaller than the total effect of market orientation on administrative innovation. (3) Organizational learning has a positive direct impact on administrative and technical innovation, but the direct effect of organizational learning on performance is not statistically significant. However, organizational learning has a positive indirect impact on performance by organizational innovations. Moreover, the direct effect of organizational learning on administrative innovation is greater than the direct effect of organizational learning on technical innovation. The indirect effect of organizational learning on performance by administrative innovation is greater than the indirect effect by technical innovation. (4) The direct effect of administrative innovation on performance is greater than the direct effect of technical innovation on performance. However, the effect of the two innovations types (administrative and technical) interact impact with each other is not statistically significant.

This thesis proposes a knowledge management technique, called knowledge map management system, which consists of three components: knowledge navigation, knowledge seeking, and learning history advisory. The knowledge navigation function helps knowledge seekers to understand the knowledge structure. Similarly, the knowledge-seeking component helps knowledge seekers to retrieve knowledge with its structure. The learning adviser generalizes the knowledge access pattern in problem solving history and advises knowledge in the problem solving process. In this study, we prototype the knowledge map management system to facilitate knowledge sharing activities. In order to keep the knowledge map up to date, we also propose the incremental approach to maintaining knowledge structure with the addition of knowledge artifacts. The knowledge map creation and maintenance functions are evaluated using documents collected from SCTNet and master thesis repository at National Central Library, and result in encouraging results.

The core competency of the most effective organizations will be their capacity to learn in an increasingly complex and unpredictable business environment and HRD should expand its role to become a partner in the transformation of the entire organization. Organizational learning style, therefore, is an important research topic for the field of HRD (human resource development). This study had four primary purposes, which were germane to the corporations in the Republic of Korea: 1) to identify what organizational learning styles exist; 2) to identify the factors that differentiate the organizations with different organizational learning styles; 3) to identify the roles of HRD to facilitate organizational learning within the organizations in each organizational learning style; and 4) to identify the differences in the roles of HRD to facilitate organizational learning among the organizations with different organizational learning styles. The population for this study was the key informants at the corporations in the three industry areas: wholesale and retail trade; manufacturing; and hotels and restaurants. The survey instrument was delivered to 353 key informants, i.e. HR persons, at 240 corporations and 237 key informants at 166 corporations returned the survey instrument for a return rate of 67.1%. The findings of this study revealed the followings: 1) there are four types of organizational learning styles and the characteristics of each type of organizational learning style is determined by the combination of the organizations?? learning orientations, i.e. Knowledge Source, Learning Content, Dissemination Mode, and Learning Scope; 2) types of organizational culture, industry classification, and the size of an organization are the factors that differentiate the organizations with different organizational learning styles; 3) all roles of HRD are necessary for facilitating organizational learning; and 4) there are not differences in the roles of HRD to facilitate organizational learning among the organizations with different organizational learning styles.

In the corporations and organizations, the issue of interpersonal interaction becomes more and more important., However, However, there are very few researches about this topic either in Taiwan or global wide.The study attempts to use some fields in order to analyze lots of dynamic cases in life , such as systems thinking , organizational learning, psychology of mind, energy level ,etc. While the study was carrying on, Fred Kofman new book " Conscious Business " was published which offered more directions to discuss and develop. At last, the study found that people often trapped by no understanding of the systems or the dilemmas which Concious Business mention. That's the reason why people only see their own system but not to see others during their daily interaction.

The study mainly takes the viewpoints of civil staff members to investigate the perception of organizational change, and whether the perception has caused any impacts on organizational learning behavior, organizational commitment and knowledge sharing. Besides, the study investigates whether knowledge sharing varies with organizational learning behavior and organizational commitment. Therefore, the study also takes organizational learning behavior and organizational commitment as the mediating variables in the deeper analysis. Taking the staff members of Different Departments under the Executive Yuan as the targets, the study distributed 1,500 questionnaires to them, and collected 826 questionnaires in return. Having deducted 79 invalid questionnaires with incomplete answers, there were 747 valid questionnaires received, achieving a return rate of valid questionnaires at 49.8%. Through the use of SEM, the study proves the relationship of impacts among research variables. The proved results show that the perception of organizational change has significant positive impacts on organizational learning behavior. Between the perception of organizational change and knowledge sharing, organizational learning behavior causes mediating effects. And between organizational learning behavior and knowledge sharing, organizational commitment causes mediating effects. Since different staff members have varied individual characteristics, significant difference can be found in the perception of organizational change, organizational learning behavior and organizational commitment towards knowledge sharing.

Thesis (M.A.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 218-226).

Thesis (doctoral)--Universität St. Gallen, 2002.