企业组织学习与组织结构关系研究
|
摘要
在知识经济时代，企业唯有持续地进行组织学习才能在快速变化的环境中生存和发展。组织结构作为企业存在和运行的基础和框架，对组织学习具有重要的影响。本文围绕组织学习与组织结构两者的关系展开讨论，旨在帮助我国传统企业实施组织变革以增强组织学习能力。
首先，本文通过大量的文献回顾，归纳了组织学习的概念、模型和评估方法，概括了组织结构的概念和指标体系，并根据组织学习和组织结构关系的研究现状指出了以往研究的不足。
接着，本文用系统的视角分析组织学习、组织结构以及其他影响因素在组织学习系统中的地位和关系，明确了组织学习与组织结构的作用机制。认为组织学习是一个复杂系统，在该系统中组织结构是组织学习的影响因素之一。
在理论分析的基础上，本文提出了实证研究的模型和假设，用访谈和问卷相结合的方法对浙江省56家中小生产型企业进行调查，并运用SPSS统计软件对问卷调查结果进行分析。
根据调查和分析的结果，本文得出几个重要的研究结论并对研究模型和假设进行修正。认为组织结构、企业文化、信息技术、企业性质、技术类型、企业规模是影响组织学习的主要因素；组织学习与组织结构有一定的关系，但两者关系受技术类型和信息技术水平等变量的交互作用影响；组织学习能帮助企业实现提高环境适应能力、技术创新优势、平均生产效率、经营管理水平和行业竞争优势等组织学习愿景；组织结构的灵活性有助于实现组织学习愿景，而组织结构的规范性、复杂性、集权度与实现组织学习愿景没有必然联系。
此外，本文还在研究结论的基础上总结了有利于组织学习的组织结构特征，并提出了基于组织学习愿景的组织结构模式选择策略，为浙江省中小生产型企业创建学习型组织提出了对策和建议。
At the age of knowledge economy, enterprises have no choice but to keep on learning to survive and develop in the fast changing environment. Organization structure, as the foundation and framework of an enterprise, has an essential impact on organizational learning. This dissertation discusses the relationship between organizational learning and organization structure in order to help Chinese traditional enterprises carry out organizational innovation to improve organizational learning ability.
This dissertation starts with review of abundant literature and summarises the concept of organizational learning, model of organizational learning and how to evaluate it, concept of organization structure and its descriptive system, as well as the difficiency of current research on relationship between organizational learning and organization structure.
With a systematic view, this dissertation analyzes the function and relationship of organizational learning, organization structure and other influential factors in an organizational learning system, and makes clear how organizational learning and organization structure works on each other. It indicates that organizational learning is a complicated system, in which organization structure is one of the influential factors of organizational learning.
On the basis of theoretical analysis, this dissertation brings forward the model and hypotheses of empirical research, makes investigation in 56 middle and small manufacturing enterprises in Zhejiang Province, and analyzes the result of questionnaire investigation with SPSS.
According to the result of investigation and data analysis, several research conclusions are drawn and research model and hypotheses are adjusted. It is pointed out that organization structure, organization culture, information technology, enterprise type, technological type and enterprise scale are the main factors that influence organizational learning; There is a relationship between organization structure and organizational learning, which is interacted by factors like enterprise technology type and information technology; Organizational learning helps enterprise to realize its vision such as improve environment adaptive ability, technical innovative advantage, mean productive efficiency, business administrative capacity and
competitive advantage in the industry; Organizational flexibility helps enterprise to realize its organizational learning vision, while formalization, complication and centralization of organization structure have no relationship with organizational learning vision.
Besides, this dissertation summarises the characteristics of organization structure which enhance organizational learning, brings forward an organization structure design policy based on organizational learning vision, and also provides some advice for middle and small manufacturing enterprises in Zhejiang Province to build learning organization.
首先，本文通过大量的文献回顾，归纳了组织学习的概念、模型和评估方法，概括了组织结构的概念和指标体系，并根据组织学习和组织结构关系的研究现状指出了以往研究的不足。
接着，本文用系统的视角分析组织学习、组织结构以及其他影响因素在组织学习系统中的地位和关系，明确了组织学习与组织结构的作用机制。认为组织学习是一个复杂系统，在该系统中组织结构是组织学习的影响因素之一。
在理论分析的基础上，本文提出了实证研究的模型和假设，用访谈和问卷相结合的方法对浙江省56家中小生产型企业进行调查，并运用SPSS统计软件对问卷调查结果进行分析。
根据调查和分析的结果，本文得出几个重要的研究结论并对研究模型和假设进行修正。认为组织结构、企业文化、信息技术、企业性质、技术类型、企业规模是影响组织学习的主要因素；组织学习与组织结构有一定的关系，但两者关系受技术类型和信息技术水平等变量的交互作用影响；组织学习能帮助企业实现提高环境适应能力、技术创新优势、平均生产效率、经营管理水平和行业竞争优势等组织学习愿景；组织结构的灵活性有助于实现组织学习愿景，而组织结构的规范性、复杂性、集权度与实现组织学习愿景没有必然联系。
此外，本文还在研究结论的基础上总结了有利于组织学习的组织结构特征，并提出了基于组织学习愿景的组织结构模式选择策略，为浙江省中小生产型企业创建学习型组织提出了对策和建议。
At the age of knowledge economy, enterprises have no choice but to keep on learning to survive and develop in the fast changing environment. Organization structure, as the foundation and framework of an enterprise, has an essential impact on organizational learning. This dissertation discusses the relationship between organizational learning and organization structure in order to help Chinese traditional enterprises carry out organizational innovation to improve organizational learning ability.
This dissertation starts with review of abundant literature and summarises the concept of organizational learning, model of organizational learning and how to evaluate it, concept of organization structure and its descriptive system, as well as the difficiency of current research on relationship between organizational learning and organization structure.
With a systematic view, this dissertation analyzes the function and relationship of organizational learning, organization structure and other influential factors in an organizational learning system, and makes clear how organizational learning and organization structure works on each other. It indicates that organizational learning is a complicated system, in which organization structure is one of the influential factors of organizational learning.
On the basis of theoretical analysis, this dissertation brings forward the model and hypotheses of empirical research, makes investigation in 56 middle and small manufacturing enterprises in Zhejiang Province, and analyzes the result of questionnaire investigation with SPSS.
According to the result of investigation and data analysis, several research conclusions are drawn and research model and hypotheses are adjusted. It is pointed out that organization structure, organization culture, information technology, enterprise type, technological type and enterprise scale are the main factors that influence organizational learning; There is a relationship between organization structure and organizational learning, which is interacted by factors like enterprise technology type and information technology; Organizational learning helps enterprise to realize its vision such as improve environment adaptive ability, technical innovative advantage, mean productive efficiency, business administrative capacity and
competitive advantage in the industry; Organizational flexibility helps enterprise to realize its organizational learning vision, while formalization, complication and centralization of organization structure have no relationship with organizational learning vision.
Besides, this dissertation summarises the characteristics of organization structure which enhance organizational learning, brings forward an organization structure design policy based on organizational learning vision, and also provides some advice for middle and small manufacturing enterprises in Zhejiang Province to build learning organization.
引文
[1] Ackoff, R.L., The democratic corporation[J], Oxford: Oxford University Press,1994
[2] Argyris, C., Double loop learning in organizations[J], Harvard Business Review, Sep-Oct 1977:115-124
[3] Argyris, C. and Schon,D., Organizational Leaming:A Theory of Action Perspective[M], Addison-Wealey, Reading, 1978
[4] Argyris, C., Teaching Smart People How to Learn[J], Harvard Business Review, May-June 1991(6): 99-109
[5] Carley, K., Organization learning and personal turnover[J], Organization Science,1992(3): 20-46
[6] Colombo, Massimo G. and Marco Delmastro, Some stylized facts on organization and its evolution[J], Journal of Economic Behavior & Organization, 1999 (40): 255-274
[7] Cummings, S., Centralization and decentralization: the never-ending story of separation and betrayal[J], Scandinavion Journal of Managemetn, 1995,11 (2): 103-117
[8] Cummings, T.G. and Worley, C.G, Organizational development and change(6th edition)[M], South-Western College Publishing, Cincinnati, OH
[9] Cyert, R.M. and March, J.G, A behavioral theory of the firm [J], Englewood Cliffs, NJ: Prentice Hall, 1963
[10] Daft, Richard L. and Weick, Karl E., Toward a model of organizations as interpretation systems[J], Academy of Management Review, 1984, 9(2): 284-295
[11] DiBella, A.J., Nevis, E.C., Gould, J.M., Understanding organizational learning capability[J], Journal of Management Studies, 1996, 33(3): 361-379
[12] Dixon, Nancy, The organization learning cycle: How we can learn collectively [M]. London: McGraw-Hill: 38
[13] Dodgson, M., Organizational learning: a review of some literatures[J], Organization Studies, 1993, 14(3): 375-394
[14] Drucker, Peter F., The coming of the new organization[J]. Harvard Business Review, Jan-Feb 1988:45-53
[15] Dunphy, D., Tumer D. and Crawford, M.,Organizational learning as the creation of corporate core competencies[J], Journal of Management Development, 1997, 16(4): 232-244
[16] Edmondson, A.and Moingeon B., Organizational learning to the learning organization[J], Journal of Management learning, 1998, 29(1): 5-20
[17] Fiol, C. and M. Lyles, Organizational learning[J], Academy of Management Review, 1985, 10(4): 803-813
[18] Fiol, C. M., Consensus, diversity and learning in organizations[J]. Organization Science, 1994(5): 403-420
[19] Fulmer, Robert M. and J. Bernard Keys, A conversation with Chris Argyris: The father of organizational learning[J], Organizational Dynamics, Autumn 1998: 21-32
[20] Fulmer, Robert M. and J. Bernard Keys, A conversation with Peter Senge: new developments in organizational learning[J], Organizational Dynamics, Autumn 1998:33-41
[21] Galbraith, J., Designing Complex Organizations[M], MA:Addison Wesley, 1973
[22] Garvin, D.A., Building a learning organization[J]. Harvard Business Review, 1993, 71(4): 78-91
[23] Gob, Swee C., Toward a learning organization: The strategic building block[J], Sam Advanced Management Journal, Spring 1998: 15-22
[24] Gob, Swee C., The learning organization: an empirical test of a normative perspective[J], International Journal of organization, theory & behavior, 2001,4(3&4): 329-355
[25] Gob, Swee C., Benchmarking the learning capability of organizations[J], European Management Journal, 1997(5): 575-583
[26] Hedberg, B., How organizations learn and unlearn, in handbook of organizational design, ed. RC. Nystrom and W.H. Starbuck(London: Oxford University Press, 1981): 3-27
[27] Hernes, T., Flexible learning systems and obsolete organization structures: steps towards bridging the gap[J], Scandinavian Journal of Management, 1999(15): 89-110
[28] Huber, G., Organizational information systems: determinants of their performance and behavior[J], Management Science, 1982(28): 135-155
[29] Huber, G, Organizational learning: the contributing processes and the literature [J], Organizational Sciences, 1991, 2(1): 88-115
[30] James I. Case Jr. and Robert G Eccles, Building the information-age organization structure, control, and information technologies[M], McGraw-Hill Press, 1998:33-34
[31] Kim, Daniel H., The link between individual and organizational learning [J], Sloan Management Review, fall 1993: 37-50
[32] Kolb, D.A., Experiental learning: Experience as the source of learning and development[M], Prentice Hall, Englewood Cliffs, NJ.
[33] Lihteenmtki, S., Jouko Toivonen and Merja Mattila, Critical aspects of organizational learning research and proposals for its measurement[J], British Journal of Management, 2001(12): 113-129
[34] Lei, David, Slocum, John W. and Pitts, Robert A., Designing organizations for competitive advantage: the power of unleaming and learning[J], Organizational Dynamics, Winter 1999:24-38
[35] Levittt, B. and March, J., Organizational learning[J], Annual Review of sociology, 1988(14): 319-340
[36] Marceau, J., Reworking the world: organization, technologies and cultures in comparative perspective[M], Berlin: De Gruyter
[37] Marquardt, M.J., Building the learning organization: A systems approach to quantum inprovement and global successs[M], New York: McGraw-Hill, 1996
[38] Meyers, P.W.. Non-linear Learning in Large Technological Firms: Period for Implies Chaos[J]. Research Policy, 1990(19): 97-115
[39] Mintzberg, H. The Structuring of Organizations[M], Prentice Hall, Inc., 1979
[40] Morgan, G., Images of organization[M], Newbury Park: Sage, 1986
[41] Nevis, E.C., DiBella A.J. and Gould, J.M., Understanding organizations as learning systems[J], Sloan Management Review, winter 1995:73-85
[42] Nonaka, I., The knowledge-creating company[J], Harvard Business Review, Nov-Dec 1991:99-104
[43] Nonaka, I., A dynamic theory of organizational knowledge creation[J], Organization Science, 1994,5(1): 14-37
[44] Pedler, M., J. Burgoyne and T. Boydell, The learning company: A strategy for sustainable development[M], London: McGraw-Hill, 1991
[45] Pucik, V., 'Strategic alliances with the Japanese: implications for human resource management' in cooperative strategies in international businesss. F. Contractor and P. Lorange(eds.)[M], Lexington, Mass.: Lexington Books: 487-498
[46] Reeves, Terrie C., W. Jack Duncan and Peter M. Ginter, Strategic configurations in health services organizations[J], Journal of Business Research, 2003(56): 31-43
[47] Romme, Georges, Making organizational learning work: Consent and double linking between circles[J], European Management Journal, 1996,14(1): 69-75
[48] Senge, Peter, The leader's new work: building learning organizations[J], Sloan Management Review, fall 1990:7-23
[49] Stata, Ray, Organizational learning——The key to management innovation[J], Sloan Management Review, Spring 1989:63-74
[50] Torres, R.T. and Preskill, H., Evaluation and organizational learning: past, present and future[J], American Journal of Evaluation, 2001,22(3): 387-395
[51] Uzumeri, Mustafa and Nembhard, David, A population of learners: a new way to measure organizational learning[J], Journal of operations management, 1998(16): 515-528
[52] Weathersby, George B., Management may never be the same[J], Management Review, 1999, 5
[53] D·S·皮尤，组织理论精萃[M]，北京：中国人民大学出版社，1990
[54] 艾尔弗雷德·D·钱德勒，战略与结构[M]，昆明：云南人民出版社，2002
[55] 鲍震宁、范玉顺，企业组织模型结构和建模方法研究[J]，计算机工程与应用，2001(23)，67-70
[56] 彼得·圣吉，第五项修炼——学习型组织的艺术与务实[M]，郭进隆译，上海：上海三联书店，1994
[57] 陈国权、马萌，组织学习——现状与展望[J]，中国管理科学，2000(3)：66-74
[58] 陈国权、马萌，组织学习评价方法和学习工具的研究及在30家民营企业的应用[J]，管理工程学报，2002(1)：25-29
[59] 菲利浦·塞德勒，组织设计[M]，北京：中国经济出版社，2000
[60] 弗朗西斯·赫塞尔本，未来的组织[M]，成都：四川人民出版社，1998
[61] 冯奎，学习型组织—未来成功企业的模式[M]，广州：广东经济出版社，2000：168
[62]冯建民，现代企业组织学习理论研究述评[J]，深圳大学学报(人文社会科学版)，2001(3)：59-64
[63]郭志文，90年代美国大企业的组织变革及其启示[J]，经济师，1999(11)：14-15
[64]黄野，虚拟公司[M]，广州：广东经济出版社，1999
[65]江积海、牟小俐、代小春，基于模糊综合评判的企业动态组织结构的设计与重构[J]，系统工程理论与实践，2002(7)：41-47
[66]经济学家情报社，安达信咨询公司，IBM咨询公司，未来组织设计[M]，北京：新华出版社，2000：33
[67]梁梁、张晶、方猛，论组织结构对组织学习的影响[J]，华东经济管理，1999(7-8)：21-22
[68]李斌峰，企业组织学习理论及流程探讨[J]，现代管理科学，2002(10)：18-19
[69]刘诗白，经营管理大系——管理组织卷[M]，上海：上海人民出版社，1990：170
[70]刘璇华、夏洪胜、惠青山，构建有利于组织学习的新型组织结构[J]，经济师，2002(9)：14-15
[71]陆昌勤、方俐洛、凌文辁，“组织学习”研究的历史、现状与进展[J]，中国软科学，2001(12)：115-118
[72]麦耶斯主编，蒋惠工等译，知识管理与组织设计[M]，珠海：珠海出版社，1998
[73]邱昭良，学习型组织：即将到来的组织革命[J]，决策借鉴，1998(5)：34-38
[74]邱昭良，学习型组织新思维——创建学习型组织的系统生态方法[M]，北京：机械工业出版社，2003(1)
[75]芮明杰、方统法，论知识型企业学习能力的塑造与增强[J]，上海管理科学，2002(1)：22-25
[76]王重鸣，管理心理学[M]，北京：人民教育出版社，2001
[77]王苏斌、郑海涛、邵谦谦，SPSS统计分析[M]，北京：机械工业出版社，2003(6)
[78]万君康、宋英华、别传武，企业信息化与组织结构[J]，武汉理工大学学报·信息与管理工程版，2002(8)：57-60
[79]王其藩、蔡雨阳、贾建国，回顾与评述：从系统动力学到组织学习[J]，中国管理科学，2000(11)：237-247
[80]王润良、郑晓齐、王焜，学习型组织理论与实践[J]，北京航空航天大学学报(社会科学版)，2001(9)：58-61
[81]王润良、郑晓齐，环形结构与传统企业学习战略[J]，科研管理，2001(5)：93-99
[82]沃特金斯、马席克，21世纪学习型组织——企业领导的管理艺术[M]，上海：世界图书出版公司，2000
[83]吴京芳，西方企业组织变革趋势[J]，企业活力，2001(6)：60-61
[84]吴培良、郑明身、王凤彬，组织理论与设计[M]，北京：中国人民大学出版社，1998
[85]许庆瑞，管理学[M]，北京：高等教育出版社，2000
[86]杨硕英，系统思考与变革组织学习(一)[J]，中国人才，2002(9)：17-21
[87]应瑛、吴晓波、李俊，信息技术应用演化与企业组织学习模式[J]，科技管理研究，2001(1)：24—27
[88]由长延、徐林，学习型组织研究综述(上)[J]，研究与发展管理，2002(6)：11-15
[89]约翰·辛格，设计最好的公司——组织设计的过程与创新[M]，宇航出版社和科文(香港)出版有限公司，1999
[90]张钢、许庆瑞，组织学习与企业技术创新[J]，科学学与科学技术管理，1995(10)：16-18
[91]周茂清，国外企业组织结构的演变、发展趋势及我国企业组织结构的变革[J]，南京社会科学，2000年增刊：31-33
[92]张洪兰、张晓蓉，现代组织学[M]，上海：复旦大学出版社，1997：8
[93]张金昌，21世纪的企业治理结构和组织变革[M]．北京：经济科学出版社，2000
[94]张声雄，第五项修炼导读[M]，上海：上海三联出版社，2001
[95]张嵩、黄立平，组织学习的模式述评[J]，山东经济，2002(7)：53-55
[96]赵光忠，企业文化与学习型组织策划[M]，北京：中国经济出版社，2003：38
[2] Argyris, C., Double loop learning in organizations[J], Harvard Business Review, Sep-Oct 1977:115-124
[3] Argyris, C. and Schon,D., Organizational Leaming:A Theory of Action Perspective[M], Addison-Wealey, Reading, 1978
[4] Argyris, C., Teaching Smart People How to Learn[J], Harvard Business Review, May-June 1991(6): 99-109
[5] Carley, K., Organization learning and personal turnover[J], Organization Science,1992(3): 20-46
[6] Colombo, Massimo G. and Marco Delmastro, Some stylized facts on organization and its evolution[J], Journal of Economic Behavior & Organization, 1999 (40): 255-274
[7] Cummings, S., Centralization and decentralization: the never-ending story of separation and betrayal[J], Scandinavion Journal of Managemetn, 1995,11 (2): 103-117
[8] Cummings, T.G. and Worley, C.G, Organizational development and change(6th edition)[M], South-Western College Publishing, Cincinnati, OH
[9] Cyert, R.M. and March, J.G, A behavioral theory of the firm [J], Englewood Cliffs, NJ: Prentice Hall, 1963
[10] Daft, Richard L. and Weick, Karl E., Toward a model of organizations as interpretation systems[J], Academy of Management Review, 1984, 9(2): 284-295
[11] DiBella, A.J., Nevis, E.C., Gould, J.M., Understanding organizational learning capability[J], Journal of Management Studies, 1996, 33(3): 361-379
[12] Dixon, Nancy, The organization learning cycle: How we can learn collectively [M]. London: McGraw-Hill: 38
[13] Dodgson, M., Organizational learning: a review of some literatures[J], Organization Studies, 1993, 14(3): 375-394
[14] Drucker, Peter F., The coming of the new organization[J]. Harvard Business Review, Jan-Feb 1988:45-53
[15] Dunphy, D., Tumer D. and Crawford, M.,Organizational learning as the creation of corporate core competencies[J], Journal of Management Development, 1997, 16(4): 232-244
[16] Edmondson, A.and Moingeon B., Organizational learning to the learning organization[J], Journal of Management learning, 1998, 29(1): 5-20
[17] Fiol, C. and M. Lyles, Organizational learning[J], Academy of Management Review, 1985, 10(4): 803-813
[18] Fiol, C. M., Consensus, diversity and learning in organizations[J]. Organization Science, 1994(5): 403-420
[19] Fulmer, Robert M. and J. Bernard Keys, A conversation with Chris Argyris: The father of organizational learning[J], Organizational Dynamics, Autumn 1998: 21-32
[20] Fulmer, Robert M. and J. Bernard Keys, A conversation with Peter Senge: new developments in organizational learning[J], Organizational Dynamics, Autumn 1998:33-41
[21] Galbraith, J., Designing Complex Organizations[M], MA:Addison Wesley, 1973
[22] Garvin, D.A., Building a learning organization[J]. Harvard Business Review, 1993, 71(4): 78-91
[23] Gob, Swee C., Toward a learning organization: The strategic building block[J], Sam Advanced Management Journal, Spring 1998: 15-22
[24] Gob, Swee C., The learning organization: an empirical test of a normative perspective[J], International Journal of organization, theory & behavior, 2001,4(3&4): 329-355
[25] Gob, Swee C., Benchmarking the learning capability of organizations[J], European Management Journal, 1997(5): 575-583
[26] Hedberg, B., How organizations learn and unlearn, in handbook of organizational design, ed. RC. Nystrom and W.H. Starbuck(London: Oxford University Press, 1981): 3-27
[27] Hernes, T., Flexible learning systems and obsolete organization structures: steps towards bridging the gap[J], Scandinavian Journal of Management, 1999(15): 89-110
[28] Huber, G., Organizational information systems: determinants of their performance and behavior[J], Management Science, 1982(28): 135-155
[29] Huber, G, Organizational learning: the contributing processes and the literature [J], Organizational Sciences, 1991, 2(1): 88-115
[30] James I. Case Jr. and Robert G Eccles, Building the information-age organization structure, control, and information technologies[M], McGraw-Hill Press, 1998:33-34
[31] Kim, Daniel H., The link between individual and organizational learning [J], Sloan Management Review, fall 1993: 37-50
[32] Kolb, D.A., Experiental learning: Experience as the source of learning and development[M], Prentice Hall, Englewood Cliffs, NJ.
[33] Lihteenmtki, S., Jouko Toivonen and Merja Mattila, Critical aspects of organizational learning research and proposals for its measurement[J], British Journal of Management, 2001(12): 113-129
[34] Lei, David, Slocum, John W. and Pitts, Robert A., Designing organizations for competitive advantage: the power of unleaming and learning[J], Organizational Dynamics, Winter 1999:24-38
[35] Levittt, B. and March, J., Organizational learning[J], Annual Review of sociology, 1988(14): 319-340
[36] Marceau, J., Reworking the world: organization, technologies and cultures in comparative perspective[M], Berlin: De Gruyter
[37] Marquardt, M.J., Building the learning organization: A systems approach to quantum inprovement and global successs[M], New York: McGraw-Hill, 1996
[38] Meyers, P.W.. Non-linear Learning in Large Technological Firms: Period for Implies Chaos[J]. Research Policy, 1990(19): 97-115
[39] Mintzberg, H. The Structuring of Organizations[M], Prentice Hall, Inc., 1979
[40] Morgan, G., Images of organization[M], Newbury Park: Sage, 1986
[41] Nevis, E.C., DiBella A.J. and Gould, J.M., Understanding organizations as learning systems[J], Sloan Management Review, winter 1995:73-85
[42] Nonaka, I., The knowledge-creating company[J], Harvard Business Review, Nov-Dec 1991:99-104
[43] Nonaka, I., A dynamic theory of organizational knowledge creation[J], Organization Science, 1994,5(1): 14-37
[44] Pedler, M., J. Burgoyne and T. Boydell, The learning company: A strategy for sustainable development[M], London: McGraw-Hill, 1991
[45] Pucik, V., 'Strategic alliances with the Japanese: implications for human resource management' in cooperative strategies in international businesss. F. Contractor and P. Lorange(eds.)[M], Lexington, Mass.: Lexington Books: 487-498
[46] Reeves, Terrie C., W. Jack Duncan and Peter M. Ginter, Strategic configurations in health services organizations[J], Journal of Business Research, 2003(56): 31-43
[47] Romme, Georges, Making organizational learning work: Consent and double linking between circles[J], European Management Journal, 1996,14(1): 69-75
[48] Senge, Peter, The leader's new work: building learning organizations[J], Sloan Management Review, fall 1990:7-23
[49] Stata, Ray, Organizational learning——The key to management innovation[J], Sloan Management Review, Spring 1989:63-74
[50] Torres, R.T. and Preskill, H., Evaluation and organizational learning: past, present and future[J], American Journal of Evaluation, 2001,22(3): 387-395
[51] Uzumeri, Mustafa and Nembhard, David, A population of learners: a new way to measure organizational learning[J], Journal of operations management, 1998(16): 515-528
[52] Weathersby, George B., Management may never be the same[J], Management Review, 1999, 5
[53] D·S·皮尤，组织理论精萃[M]，北京：中国人民大学出版社，1990
[54] 艾尔弗雷德·D·钱德勒，战略与结构[M]，昆明：云南人民出版社，2002
[55] 鲍震宁、范玉顺，企业组织模型结构和建模方法研究[J]，计算机工程与应用，2001(23)，67-70
[56] 彼得·圣吉，第五项修炼——学习型组织的艺术与务实[M]，郭进隆译，上海：上海三联书店，1994
[57] 陈国权、马萌，组织学习——现状与展望[J]，中国管理科学，2000(3)：66-74
[58] 陈国权、马萌，组织学习评价方法和学习工具的研究及在30家民营企业的应用[J]，管理工程学报，2002(1)：25-29
[59] 菲利浦·塞德勒，组织设计[M]，北京：中国经济出版社，2000
[60] 弗朗西斯·赫塞尔本，未来的组织[M]，成都：四川人民出版社，1998
[61] 冯奎，学习型组织—未来成功企业的模式[M]，广州：广东经济出版社，2000：168
[62]冯建民，现代企业组织学习理论研究述评[J]，深圳大学学报(人文社会科学版)，2001(3)：59-64
[63]郭志文，90年代美国大企业的组织变革及其启示[J]，经济师，1999(11)：14-15
[64]黄野，虚拟公司[M]，广州：广东经济出版社，1999
[65]江积海、牟小俐、代小春，基于模糊综合评判的企业动态组织结构的设计与重构[J]，系统工程理论与实践，2002(7)：41-47
[66]经济学家情报社，安达信咨询公司，IBM咨询公司，未来组织设计[M]，北京：新华出版社，2000：33
[67]梁梁、张晶、方猛，论组织结构对组织学习的影响[J]，华东经济管理，1999(7-8)：21-22
[68]李斌峰，企业组织学习理论及流程探讨[J]，现代管理科学，2002(10)：18-19
[69]刘诗白，经营管理大系——管理组织卷[M]，上海：上海人民出版社，1990：170
[70]刘璇华、夏洪胜、惠青山，构建有利于组织学习的新型组织结构[J]，经济师，2002(9)：14-15
[71]陆昌勤、方俐洛、凌文辁，“组织学习”研究的历史、现状与进展[J]，中国软科学，2001(12)：115-118
[72]麦耶斯主编，蒋惠工等译，知识管理与组织设计[M]，珠海：珠海出版社，1998
[73]邱昭良，学习型组织：即将到来的组织革命[J]，决策借鉴，1998(5)：34-38
[74]邱昭良，学习型组织新思维——创建学习型组织的系统生态方法[M]，北京：机械工业出版社，2003(1)
[75]芮明杰、方统法，论知识型企业学习能力的塑造与增强[J]，上海管理科学，2002(1)：22-25
[76]王重鸣，管理心理学[M]，北京：人民教育出版社，2001
[77]王苏斌、郑海涛、邵谦谦，SPSS统计分析[M]，北京：机械工业出版社，2003(6)
[78]万君康、宋英华、别传武，企业信息化与组织结构[J]，武汉理工大学学报·信息与管理工程版，2002(8)：57-60
[79]王其藩、蔡雨阳、贾建国，回顾与评述：从系统动力学到组织学习[J]，中国管理科学，2000(11)：237-247
[80]王润良、郑晓齐、王焜，学习型组织理论与实践[J]，北京航空航天大学学报(社会科学版)，2001(9)：58-61
[81]王润良、郑晓齐，环形结构与传统企业学习战略[J]，科研管理，2001(5)：93-99
[82]沃特金斯、马席克，21世纪学习型组织——企业领导的管理艺术[M]，上海：世界图书出版公司，2000
[83]吴京芳，西方企业组织变革趋势[J]，企业活力，2001(6)：60-61
[84]吴培良、郑明身、王凤彬，组织理论与设计[M]，北京：中国人民大学出版社，1998
[85]许庆瑞，管理学[M]，北京：高等教育出版社，2000
[86]杨硕英，系统思考与变革组织学习(一)[J]，中国人才，2002(9)：17-21
[87]应瑛、吴晓波、李俊，信息技术应用演化与企业组织学习模式[J]，科技管理研究，2001(1)：24—27
[88]由长延、徐林，学习型组织研究综述(上)[J]，研究与发展管理，2002(6)：11-15
[89]约翰·辛格，设计最好的公司——组织设计的过程与创新[M]，宇航出版社和科文(香港)出版有限公司，1999
[90]张钢、许庆瑞，组织学习与企业技术创新[J]，科学学与科学技术管理，1995(10)：16-18
[91]周茂清，国外企业组织结构的演变、发展趋势及我国企业组织结构的变革[J]，南京社会科学，2000年增刊：31-33
[92]张洪兰、张晓蓉，现代组织学[M]，上海：复旦大学出版社，1997：8
[93]张金昌，21世纪的企业治理结构和组织变革[M]．北京：经济科学出版社，2000
[94]张声雄，第五项修炼导读[M]，上海：上海三联出版社，2001
[95]张嵩、黄立平，组织学习的模式述评[J]，山东经济，2002(7)：53-55
[96]赵光忠，企业文化与学习型组织策划[M]，北京：中国经济出版社，2003：38