Keywords: China, learning mechanisms, Norway, technology management, organisational change, organisational learning, national culture, external environment, market status
Learning mechanisms in a technology based organisational change programme: an exploratory study between Chinese and Norwegian corporations
The paper explores how learning mechanisms are adopted and function differently in the course of a managing technology based organisational change programme in Chinese and Norwegian large corporations. We operationalise the abstract organisational learning concepts into a series of learning mechanisms along the change programme implementation process. The results show that national culture, external environment and market status strongly impact the effectiveness of the learning mechanisms.