Leading change and the challenges of managing a learning organisation in Hong Kong

Document Type

Journal Article

Publication Date

2014

Keywords

Change management, Learning organisation, Organisation development, Leadership, Organisational learning

DOI

10.5296/jmr.v6i2.5147

Abstract

Research shows a failure rate of 70% for all initiated change. This professionally-oriented case study addresses this issue and aims to empirically test the strength of the Learning Organisation (LO) model as a change management approach. Evidence from this study suggests that Senge’s LO model is useful in dealing with changes in an ambiguous environment. However, leaders need to review each situation, as every change strategy should be specific to the culture, context and situation. This paper contributes to the existing knowledge on change management by providing a better understanding of the impact of two different approaches to change. Further studies could assess the impact of implementing different change approaches on organisational performance. In addition, further studies may include literature in other languages, such as Chinese and Japanese, to highlight the similarities and differences between cultures.

Source Publication

Journal of Management Research

Volume Number

6

Issue Number

2

ISSN

1941-899x

First Page

22

Last Page

38

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