The impacts of team learning on the development of a learning organisation: a cultural perspective Online publication date: Wed, 06-Jan-2016
by Chao-Hua Li; Kun-Shan Su
International Journal of Learning and Change (IJLC), Vol. 8, No. 2, 2015
Abstract: Generalisability of a learning organisation (LO) for cross-cultural applications is doubtful. Some cultural values may be opposed to the nature in a LO which calls for voluntary participation in learning activities by all employees. The study reveals a dynamic analysis of a LO with the sense of the difficulties organisations typically face and how strategies are applied when taking on a LO project in Asian contexts. The focus is on the preinstitutionalised period when there were emerging issues such as learning barriers and power struggling. A qualitative research distils the significant factors that contribute to a LO. The findings were TL solves the conflicts between Chinese 'face-saving' ways of communication and collective inquiry and communication in a LO, and TL brings a participative approach to the commitment of a LO. Further studies are required to investigate if TL still interrelates to produce an integrated LO intervention.
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