The Effect of Connectivism Practices on Organizational Learning in Taiwan’s Computer Industry

  • C. Rosa Yeh
  • Bakary Singhateh
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 172)

Abstract

Technology has altered the way we learn and work. This study hopes to help business leaders and corporations recognize the crucial role of these societal-changing technologies that link people to information in the digital age. This study explored the effect of technology on organizational learning from the perspective of connectivism. Practices of connectivism studied include social software technologies and knowledge management practices. Quantitative survey question-naires were sent to 301 companies in the computer industry across Taiwan, resulting in 80 valid responses. Hierarchical regression was used to test study hypotheses. Hypotheses on the direct effects among innovative corporate culture, practices of connectivism and organizational learning were supported. Additionally, companies that were younger or in more remote locations were found to have higher motivation to innovate, learn and adopt new technologies formally.

Keywords

Innovative corporate culture Social software technologies Knowledge management practices Connectivism Organizational learning 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Argyris, C.: Double-Loop learning in organizations. Harvard Business Review 55(5), 115–125 (1977)Google Scholar
  2. Argyris, C., Schon, D.A.: Organizational Learning II: Theory, Method, and Practice. Addison-Wesley, Reading (1996)Google Scholar
  3. Baron, R.M., Kenny, D.A.: The moderator-mediator variable distinction in social psy-chological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology 51, 1173–1182 (1986)CrossRefGoogle Scholar
  4. Chiva, R.: The facilitating factors for organizational learning in the ceramic sector. Human Resource Development International 7(2), 233–249 (2004)CrossRefGoogle Scholar
  5. Daft, R.L., Weick, K.E.: Toward a model of organizations as interpretation systems. Academy of Management Review 9(2), 254–295 (1984)Google Scholar
  6. Dobni, C.B.: Measuring Innovation Culture in Organizations: The Development and Validation of a Generalized Innovation Culture Construct Using Exploratory Factor Analysis. European Journal of Innovation Management 11(4), 539–559 (2008)CrossRefGoogle Scholar
  7. Downes, S.: Introduction to connective knowledge. In: Hug, T. (ed.) Proceedings of the International Conference on Media, Knowledge & Education - Exploring New Spaces, Relations and Dynamics in Digital Media Ecologies, June 25-26 (2007)Google Scholar
  8. Downes, S.: Learning networks and connective knowledge. In: Yang, H.H., Yuen, S.C. (eds.) Collective Intelligence and E-Learning 2.0: Implications of Web-Based Communities and Networking. IGI Global (2010)Google Scholar
  9. Ernst, D.: Inter-organizational knowledge outsourcing: What permits small Taiwanese firms to compete in the computer industry? Asia Pacific Journal of Management 17(2), 23 (2000)CrossRefGoogle Scholar
  10. Fiol, C.M., Lyles, M.A.: Organizational learning. Academy of Management Review 10, 803–813 (1985)Google Scholar
  11. Garvin, D.: Building and learning organization. Harvard Business Review 71(4), 78–91 (1993)Google Scholar
  12. Gatignon, H., Tushman, M.L., Smith, W., Anderson, P.: A structural approach to assessing innovation: Construct development of innovation locus, type and characteristics. Management Science 48(9), 1103–1122 (2002)CrossRefGoogle Scholar
  13. Glynn, M.A., Lant, T.K., Milliken, F.J.: Mapping learning processes in organizations: A multi-level framework linking learning and organizing. In: Meindl, J., Porac, J., Stubbart, C. (eds.) Advances in Managerial Cognition and Organizational Information Processing, vol. 5, pp. 43–83. JAI Press, Greenwich (1994)Google Scholar
  14. Hurley, R.F., Hult, G.T.M.: Innovation, market orientation, and organizational learning: an integration and empirical examination. Journal of Marketing 62, 42–54 (1998)CrossRefGoogle Scholar
  15. Internet World Stats. Asia Marketing Research, Internet Usage, Population Statistics and Facebook Information (2011), http://www.internetworldstats.com/asia.htm#tw (retrieved June 10, 2011)
  16. Jaworski, B.J., Kohli, A.K., Sahay, A.: Market-driven versus driving markets. Journal of the Academy of Marketing Science 28(1), 45–54 (2000)CrossRefGoogle Scholar
  17. Jones, A., Hendry, C.: The learning organization: A review of the literature and practice. Warwick Business School, University of Warwick, The HRD Partnership (1992)Google Scholar
  18. Kim, D.H.: The link between individual and organizational learning. Sloan Management Review 35(1), 37–50 (1993)Google Scholar
  19. Kono, T.: Changing a company’s strategy and culture. Long Range Planning 27(5), 85–97 (1990)CrossRefGoogle Scholar
  20. Levitt, B., March, J.G.: Organizational Learning. Annual Review of Sociology 14, 319–340 (1988)CrossRefGoogle Scholar
  21. Nevis, E., DiBella, A., Gould, J.: Understanding organizations as learning systems. Sloan Management Review 36(2), 73–85 (1995)Google Scholar
  22. Nonaka, I., Takeuchi, H.: The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York (1995)Google Scholar
  23. Orlikowski, W.J.: Knowing in practice: enacting a collective capability in distributed organizing. Organizational Science 13(3), 249–273 (2002)CrossRefGoogle Scholar
  24. Panayides, P.M.: Effects of Organizational Learning in Third-party Logistics. Journal of Business Logistics 28(2), 133–158 (2007)CrossRefGoogle Scholar
  25. Pedler, M., Burgoyne, J., Boydell, T.: The Learning Company. McGraw Hill Book Company, N.Y. (1991)Google Scholar
  26. Siemens, G.: Connectivism: A Learning Theory for the Digital Age. International Journal of Instructional Technology and Distance Learning 2(1) (2005), http://www.itdl.org/Journal/Jan_05/article01.htm (retrieved December 12, 2009)
  27. Stata, R.: Organizational learning - the key to management innovation. Sloan Management Review 30(3), 63–82 (1989)Google Scholar
  28. Tesluk, P.E., Faar, J.L., Klien, S.R.: Influences of organizational culture and climate on individual creativity. The Journal of Creative Behavior 31(1), 21–41 (1997)CrossRefGoogle Scholar
  29. Wentling, T.L., Waight, C., Gallaher, J., La Fleur, J., Wang, C., Kanfer, A.: eLearning – A review of literature (2000), http://learning.ncsa.uiuc.edu/papers/elearnlit.pdf (retrieved December 14, 2009)
  30. West, M.A., Farr, J.L.: Innovation at work. In: West, M.A., Farr, J.L. (eds.) Innovation and Creativity at Work. Psychological and Organizational Strategies, pp. 3–13. Wiley, Chichester (1990)Google Scholar
  31. Zaltman, G., Duncan, R., Holbek, J.: Innovations and Organizations. Wiley, New York (1973)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  • C. Rosa Yeh
    • 1
  • Bakary Singhateh
    • 1
  1. 1.Graduate Institute of International Human Resource DevelopmentNational Taiwan Normal UniversityTaipeiTaiwan, ROC

Personalised recommendations