Organizational Learning Success

Introduction Many scholars have defined organizational learning while considering key areas such as knowledge creation, transfer and behavioral change or adjustment. A widely accepted definition is that organizational learning is an incessant process of knowledge creation and acquisition as well as transferring the same knowledge with an effect of causing behavioral modification.Advertising We will write a custom critical writing sample on Organizational Learning Success specifically for you for only $16.05 $11/page Learn More The end result is that there shall be a display of a different knowledge as well as possibility of resulting to a product which is highly valued (Nielson, 1997, p. 2).  Focus has for a long time been given to the knowledge transfer flow from the highly developed and industrial western world. To the contrary, the Asian part of the world, which is a catch up region in technology and economical progress, has shown great progress dra wing attention from other parts of the world. It has been observed that these regions Especially, China has shown great economic progress not necessarily by adopting the learning experience of the western parts of the World but by employing and following other means. As a result there has been a new focus on the learning and management systems that are used in this part of the world. Objectives The objectives of the project is examine critically the analyze any differences between the learning process of the western world that has traditionally been used and other knowledge transfer from other parts of the non-western world, with China and its Chinese-firms both in China as a republic and its investments in other neighboring nations such as Taiwan, Singapore and Hong Kong. The main purpose of the project is to clearly provide information that will help investors with an intention of establishing and running successful business operations in that region. The managers are supposed to use this information to come up with organizational learning strategies that will focus on incorporating the local staff, thus creating feasibility in their business operations in this region. Literature Review Because of the success in development in the Asian region, there has been a keen interest from investment non-western investors focusing the strategies used by china in its operations. The observation has shown that these nations have progressed successfully economically for the last thirty years, despite the fact that an economic downturn hit the region. The progress did not come with simplicity of a natural happening, but as a response from policy makers in the region to consider a re-assessment of developmental strategies for the region while borrowing so much to the organizational learning and systems of learning employed in china and its firms in Taiwan, Singapore and Hong Kong. Dierkes et al, (2003. P. 716) asserted that these firms have got a high level of resilience a s opposed to their main export competitors like Japan.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Due to resilience, the Chinese firms have shown an admirable level/degree of corporate flexibility and adoptability cushioning them against market fluctuations (Wolf, 2000, P. 8)  Scholars’ main concerns has been analysis of the viability of these Chinese and Chinese based firms to combat with social structural and frequent economic downturns in the region. Do these firms really have a competitive edge, with a generally accepted fact that they are small and medium sized firms? Can a focus be given to them shifting from the traditional western based learning and management systems? (Dierkes et al, 2003, p. 716). There is a new focus shift from the Large Firms to small and medium sized ones on Market. Characteristics of Chinese Based Firms Presently, Chinese based firms a re found in Taiwan, Singapore and Hong Kong. The firms are small and medium sized (Yeung et al. 2011, p. 34. In addition, these firms do not innovate in the processes of production but they imitate and use adoptive methods to compete in the market. As a result, they are characterized with a lack of significant access to advanced technologies and markets enjoyed by western based systems of Europe, Japan and USA (Dierkes et al, 2003, p. 716). Furthermore, the firms do not invest to a full extent in the field of research and development as do their highly competitive neighbors like Japan, instead most of their competitive edge comes from producing at live cycle phases of the products, although Jacobson Robertson point out that RD adopting has been proved that it has little technological revolution (2011, p. 274-275). Learning strategies and processes If these firms are small and medium in size, the biggest puzzle is then how do they gain entry to the competitive market and technology? They use adoptive and imitational methods to get the access (Yu, 2007). This has given them a competitive edge against the highly developed nations. The perspective is that these firms are late comers both in technology and to the markets. Chinese based firms create imitation and innovation through learning to learn the processes used by the western systems (Watkins Ehst, 2008, P. 4). Learning in networks Firms in these Chinese business regions of Taiwan, Singapore and Hong Kong create a network both locally and internationally with other established western systems. Since the firms are not innovative in nature, and owing to the fact that they are late comers to the technology and markets, they are subcontracted by large firms belonging to highly developed western systems to carry out production of high end goods. Through such contracts, Chinese firms and their allies acquire insights into the technology used its competitors, makes strategies to imitate and develop that technology to produce relatively high end goods for the market. Learning in this manner has the advantages of being quick and adoptive. This has highly enhanced their process of knowledge transfer, acquisition and utilization.Advertising We will write a custom critical writing sample on Organizational Learning Success specifically for you for only $16.05 $11/page Learn More Inter-firm cooperation The firms in this region of the world being late comers to the technological world of production strive to make their products better through knowledge accumulation and internalization leading to knowledge of producing goods already on market. (Dierkes et al. 2003, p.721). There exist also strategic alliances. Strategic alliances The alliances have a specific target. The point of interest is that they are brand specific, that is, big name brands. It seems that they understood the effective computational edge both technologically and marketwise these brand names pose to t hem. The best way to compete therefore was to form alliances, not only alliances but strategic alliances so that they are subcontracted to produce on behalf of the big-name brands. This is evident in the Chinese mobile phone industry (Cheung, 2005, p. 267) Forming strategic alliances is also another learning strategy employed by Chinese firms as their Learning process. They target brand name leaders of through formation of joint ventures with these innovative Firms. Their governments also give them some support. Government support One way of fostering organizational learning is through support from a government. Asian economies of Taiwan and Singapore have experienced growth, due to the governments’ creation of a supportive environment, especially to human resources.  Human resource is the learning part, thus its availability and skill level impacts learning positively. It is also characteristic of the Governments in these regions to provide and create favorable organizatio nal learning conditions through provision of basic human resource training, provision and spreading required production and marketing knowledge and giving subsides to research and development targeting majorly, strategic industries and Firms for knowledge transfer. Despite this, these firms still face some barriers to organizational learning. Available techniques of learning in the region Subcontracting versus design/development and marketing/distribution They all lead to organizational learning except that design and development is usually employed by western based systems. The most available is subcontracting where the goods are produced based on an original-equipment license. An advantage of subcontracting is that it is cost effective, facilitates access to cheap labor and reduces unfair market competitions as opposed to design and development.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Research and development versus imitation Research and development is geared to knowledge creation by taking a product through its life cycle. Learning can also be achieved through imitation of a product which is already at its life cycle stage. Although both lead to learning in an organization, RD takes a long time and therefore is not entirely suitable for catch up economies in Asia. Diffusion of technology versus human resource training Diffusion of technology involves the western systems that transfer knowledge to non-western systems like china and its firms through global networks. On the other hand, another available technique applicable in the region is creation of knowledge through training to create skilled human resource, in the field of foreign technology and market trends. The notable difference between the two is that human resource training lacks that ability to expose a learning organization to a hands-on experience in the long short term. Diffusion on the other hand, lacks active learning process of the local firms. Types or organizations found in the region As mentioned earlier, the firms based in china and its foreign establishments are small and medium sized enterprises. This does not entirely exclude the large firms. Small and medium scale firms are the most developed, toy firms, electronics, textiles and garments and foot ware. Barriers to organizational learning in the Chinese based firms Chinese enterprises are still in the catch up stages. Catch up strategy by imitation is an entirely favorable system particularly when the concern is directed to products that require advanced technology throughout their production. This is seen in the production of high end electronic good like computers and the software development industries, which require a specific path to complete the process of production. In this case, catch up Chinese firms have to reassess their crash research and development programs are known to lack the capability to duplica te a successful technology (Cheung, 2005, p.267).These firms have are vulnerable to under financing due to lack of technological underdevelopment thus they are exposed market fluctuations as compared to large enterprises found in Japan and South Korea. On the overseas perspective, Chinese firms In Hong Kong, Taiwan and Singapore lack access to advanced technology used by large western enterprises, as well as large advanced markets of enjoyed by the western based models of organizational learning. Conclusion It can be concluded that the success of Chinese firms lies in their resiliency to market fluctuations and their flexibility to adopt new technologies and market conquest by adopting imitational strategies as well as creation of networks both globally and locally with the advanced systems of the western world. Despite their success, they should review their research and development strategies for high end goods like computers and computer programs which require long term research and development goals for duplication of a successful technology. Also, linkage creation with firms that already have a firm foothold in the global economy should be nurtured since it creates an immediate oversight into global market paces and trends, as well as technology advancement. Besides, their strategies should be geared towards capacity building to exploit knowledge emerging opportunities available in these linkages. Reference List Cheung, C., 2005. Technology transfer and competition: The Mobile Handset Industry in post-WTO. Hamburg: Gabler Verlag. Dierkes, et al., 2003. Handbook of Organizational Learning Knowledge. NY: Oxford Publishers. Jacobson, D Robertson, L, 2011. Knowledge transfer and technology diffusion. Cheltenham: Edward Elgar Publishing limited. Neilson, R., 1997. Collaborative Technologies and Organizational Learning. London Idea Group Inc. Watkins, A.J. Ehst, M., 2008. Science and technology and innovation: capacity building for sustainable growth and pov erty reduction. Washington DC: World Bank Publications. Wolf, C., 2000. Asian Economic Trends and their Security Implications. Arlington: Rand Corporation. Yeung, et al., 2011. The Globalization of Chinese Companies: Strategies for Conquering International Markets. Singapore: John Wiley Sons. Yu, F.T., 2007. Taiwan’s economic transformation in evolutionary perspective: Entrepreneurship, innovation systems and government. NY: Nova Publishers. This critical writing on Organizational Learning Success was written and submitted by user Aria Richardson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.