Reflections on the Adoption of Learning Organization Principles – The Makino Experience
| International Journal of Economics and Management Studies |
| © 2015 by SSRG - IJEMS Journal |
| Volume 2 Issue 2 |
| Year of Publication : 2015 |
| Authors : Dr. Teck Choon Teo, Prof. Dr. Kim Cheng Patrick Low |
10.14445/23939125/IJEMS-V2I1P105
How to Cite?
Dr. Teck Choon Teo, Prof. Dr. Kim Cheng Patrick Low, "Reflections on the Adoption of Learning Organization Principles – The Makino Experience," SSRG International Journal of Economics and Management Studies, vol. 2, no. 2, pp. 7-21, 2015. Crossref, https://doi.org/10.14445/23939125/IJEMS-V2I1P105
Abstract:
Businesses are faced with turbulent, ever-changing environments and are faced with the need to find ways of coping with such changes. One concept that has recently emerged as a way of dealing with them is the learning organization. The objective of this paper is to examine the processes and structures of the learning organization in an industrial environment. Using a case study of a Japanese firm based in Singapore that designs and manufactures machine tools, it discusses the reflections of the leadership in implementing learning organization (LO) principles. The case is framed within the context of the interplay between individual, team and organizational learning. It demonstrates that the learning organization model can be used in planning processes, leveraging the organization's knowledge towards business advantage.
Keywords:
culture, learning organization, learning as a dynamic process, planning dimension, role of leadership
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