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|Title: ||Learning Organization: A study on the Knowledge Sharing and Interpersonal Trust’s Effect to the Learning Organization|
Nguyen Tat Tuong
|Keywords: ||Learning Organization;Knowledge Sharing;Trust;Interpersonal Trust|
|Issue Date: ||2011-05-26 11:06:18 (UTC+8)|
|Abstract: ||The need for organizations to learn and change is growing these days. It is said that the ability to learn faster than your competitors is the only lasting competitive advantage. Bearing it mind, organizational people, especially the managers are trying to turn their organization into learning organization. This kind of organization aims at fostering the environment for knowledge sharing. However, in such environment, people are different with each other by a clear hierarchical status. Therefore, the ties between them can be lost if they are not trusting each other. Companies need to learn more than ever when they face challenges growing. Each company must become a learning organization. This concept is no longer a new concept. It was developed in 90 of the previous century, and was initiated from the book ""Principles of the fifth"" (the Fifth discipline <!--[ if! SupportFootnotes ]-->) author Peter M. Senge, as mentioned in the numerous publications, international conferences and on other sites. The result is a strategic vision of the company makes the staff's expertise in creating, collecting and exchanging knowledge. They help companies become more ventilation, promote a debate openly, think comprehensively and systematically improved. Organizations such learning can adapt to unexpected circumstances quickly than competitors.
This study, by taking a Vietnamese state company, specializes in managing the construction projects throughout the northern parts of Vietnam – a very complicated and animated business field; will try to draw the relationship between people’s international trust and knowledge sharing, by then can lead to learning organization. A quantitative research method, employing the survey questionnaire shows the strong support of the proposed hypotheses.
|Appears in Collections:||[資訊管理系(所)] 博碩士論文|
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