摘要：This article describes a case study summarizing the application of the learning organization concept,and the implementation of a learning organization change process focused on improving quality in a high-technology medical instruments company.The change process was designed to facilitate the transformation of the company from a production mentality,where the priority was getting manufactured products out-the-door,to an organization that began to systematically embrace quality as a pervasive process to manage.The change process focused on creating a learning organization,and targeted the existing mental models for understanding organizational events and taking action related to managing quality among all executives,managers and key staff.However,rather than communicate the change process to company personnel as focused on becoming a learning organization,the change process was described more pragmatically – as focused on continual improvement in quality.Literature and perspectives from conceptual views of the learning organization,and key implications from models of change are discussed.A major intention of this article is to provide academic researchers and practicing managers with an understanding of how the learning organization concept was successfully implemented in a medical instruments company.In this regard,one important role for academic researchers is to publish articles describing organizational concepts so that executives and managers understand their real world applications,their bottom-line benefits,and key factors related to their successful implementation.
关键词：This article describes a case study summarizing the application of the learning organization concept,and the implementation of a learning organization change process focused on improving quality in a high-technology medical instruments company.The change process was designed to facilitate the transformation of the company from a production mentality,where the priority was getting manufactured products out-the-door,to an organization that began to systematically embrace quality as a pervasive process to manage.The change process focused on creating a learning organization,and targeted the existing mental models for understanding organizational events and taking action related to managing quality among all executives,managers and key staff.However,rather than communicate the change process to company personnel as focused on becoming a learning organization,the change process was described more pragmatically – as focused on continual improvement in quality.Literature and perspectives from conceptual views of the learning organization,and key implications from models of change are discussed.A major intention of this article is to provide academic researchers and practicing managers with an understanding of how the learning organization concept was successfully implemented in a medical instruments company.In this regard,one important role for academic researchers is to publish articles describing organizational concepts so that executives and managers understand their real world applications,their bottom-line benefits,and key factors related to their successful implementation.
