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Understanding learning in organizati...

Lo, Pao-Feng.

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Understanding learning in organizations: A case study in Taiwan.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Understanding learning in organizations: A case study in Taiwan./
Author:	Lo, Pao-Feng.
Description:	263 p.
Notes:	Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1440.
Contained By:	Dissertation Abstracts International57-04A.
Subject:	Adult education. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9622509

Understanding learning in organizations: A case study in Taiwan.
Lo, Pao-Feng.

Understanding learning in organizations: A case study in Taiwan. - 263 p.

Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1440.

Thesis (Ph.D.)--The University of Wisconsin - Madison, 1996.

In the past two decades, both external and internal workplace environments have undergone dramatic changes so that individuals and organizations need to continuously learn to meet today's challenges and competition. The concept of learning in organizations has drawn much interest and has become a new preoccupation in the workplace. The purposes of this study were to explore the learning process as experienced by people in organizations, to investigate the perceived factors and impacts of these learning experiences and to draw conclusions that may help practitioners to facilitate adult learning in the workplace and researchers to gain a better understanding of this topic.Subjects--Topical Terms:

543202
Adult education.

Understanding learning in organizations: A case study in Taiwan.
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035 $a (MiAaPQ)AAI9622509
035 $a AAI9622509
040 $a MiAaPQ $c MiAaPQ
100 1 $a Lo, Pao-Feng. $3 3187293
245 1 0 $a Understanding learning in organizations: A case study in Taiwan.
300 $a 263 p.
500 $a Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1440.
500 $a Supervisor: Alan B. Knox.
502 $a Thesis (Ph.D.)--The University of Wisconsin - Madison, 1996.
520 $a In the past two decades, both external and internal workplace environments have undergone dramatic changes so that individuals and organizations need to continuously learn to meet today's challenges and competition. The concept of learning in organizations has drawn much interest and has become a new preoccupation in the workplace. The purposes of this study were to explore the learning process as experienced by people in organizations, to investigate the perceived factors and impacts of these learning experiences and to draw conclusions that may help practitioners to facilitate adult learning in the workplace and researchers to gain a better understanding of this topic.
520 $a Individual learning experience in organizational settings is the major concern in this study. The literature review included several individual learning theories and models of learning in organizations. A solid research base is needed to better understand learning in organizations and to make unique contributions to the field. A qualitative case study was conducted by interviewing 21 employees and one resource person in a non-profit organization in Taiwan.
520 $a Six conclusions were drawn from the findings of the study. First, for the staff members, learning in the organization took place through informal learning on the job and consisted of work-related understandings, professional skills, and professional knowledge which were acquired mostly from the working process and partly from on-the-job training. Second, learning in the organization occurred by interacting with others, observing others, accumulating working experiences, reflecting by oneself, attending training activities, and referring to files and other resources. Third, learning in the organization came from multiple sources, including people, work, other resources, and oneself. Fourth, several characteristics of learning in the organization emerged in the interviews: continuous learning, experiential learning, informal learning, obstacles to learning, influences on learning, level of learning, and purpose of learning. Fifth, learning in the organization was influenced by both personal and organizational factors. In addition, these two factors interacted with each other. Finally, most of the impacts on personal life, work, and the organization were positive and beneficial.
520 $a Implications were derived from the study for both practice and future research. Implications for the organization included clarifying organizational goals and building a shared vision, creating a learning-oriented culture, and innovating organizational design and structure. Implications for management included playing multiple roles and building new relationships, facilitating learning in the organization, and creating a vision for the future. Implications for individuals included strengthening active personality characteristics for learning, enhancing self-directed learning, and learning how to learn. Implications for human resource developers included assessing organizational conditions regarding learning, facilitating individuals to learn, obtaining support from the top, and utilizing resources to create a learning environment. Finally, there were three implications for future research. First, building a new paradigm for learning in organizations is necessary. Second, an integrated and synthetic model for learning in organizations is needed. Third, more research is suggested to explore learning at collective and organizational levels in organizational settings.
590 $a School code: 0262.
650 4 $a Adult education. $3 543202
650 4 $a Business education. $3 543396
650 4 $a Vocational education. $3 539232
650 4 $a Occupational psychology. $3 2122852
690 $a 0516
690 $a 0688
690 $a 0747
690 $a 0624
710 2 $a The University of Wisconsin - Madison. $3 626640
773 0 $t Dissertation Abstracts International $g 57-04A.
790 $a 0262
791 $a Ph.D.
792 $a 1996
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9622509