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A Study of the Relationships among Training, Organizational Learning and Organizational Performance of Knowledge-Intensive Business Services
Knowledge-Intensive Business Service
21st century is known as the era of knowledge, in the past decades, the industrial structure has transformed from labor-intensive into capital-intensive and knowledge-intensive in Taiwan. When the industrial structure changed into the knowledge-intensive business service, in other words, a business operation which rely heavily on professional knowledge, the talent and knowledge have become the critical key factors which a company’s value of innovation and learning ability relies. Thus, there are two ways to keep a company competitive and stay in prospered through time. First of all, training can make an organization more productive and promote job performance among employees. Secondly, an organizational learning can facilitate sharing in knowledge and experience within a company. Therefore, both training and organizational learning are indispensable implements to a company, especially in knowledge-intensive business service. The purpose of the thesis is to exam the relationship among training, organizational learning and organizational performance upon employees in one of Taiwanese knowledge-intensive business service, the banking industry, and hopes to provide recommendations to the managers with the research findings in the banking industry. This study adopted literature analysis, questionnaire method, and quantitative analysis. Data were collected from 323 bank employees, analysis process included descriptive statistical, sample structural, independent samples t-tests, and one-way ANOVA, next used structural equation model for data causality analysis, steps included multivariate normality tests, first-order and second-order confirmatory factor analysis, reliability analysis, validity analysis, offending estimates, full structural model analysis, and then did path analysis, impact analysis at last. The research findings indicated that bank employees in Taiwan’s knowledge-intensive business services should consider：(1) The higher quality of training, the better organizational learning will be. (2) Among 3 types of organizational learning, survival learning and benchmarking learning have more effective correlation with organizational performance than primacy learning. In the end, based on the findings of this research, three suggestions are proposed as following：(1) The enterprises should recognize as their core properties and competitive advantages, such as the situations they will probably face in the future, their employees who come from various background, and then adopt the most appropriate organizational learning type eventually. (2) The managers should connect training program with the organization’s vision, mission, and goals. Furthermore, the training program should be checked and adjusted regularly. (3) The enterprises should create an environment which is good for learning, communicating, and knowledge sharing, therefore the enterprises could transform employee’s personal knowledge, skills, and abilities into sharing properties of their own organization.
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