Organizational Learning Journey – a longitudinal study

This is a sketch of an organization’s long journey towards the ultimate goal of learning organization. The case company, SAE Magnetics has been a very successful manufacturer of high technology electronic components. To counter the challenge of relentless pace of technology development and severe competitive pressure, its senior management was attracted by the promises of learning organization concept. A collaborative research project with City University of Hong Kong was set up in 2002 to help launch the case company down the LO path. An organizational learning tool was needed. Literature was full of articles about organizational learning and learning organization but no ready-to-use tool for real life implementation. So, the first task of this research was to develop an appropriate organizational learning tool, which we called PAL or Project-based Action Learning. In essence, PAL is a framework that allows a team of people to work and learn on meaningful project. Equal emphasis is placed on achievement of pre-set project outcome and learning objectives of the participants. After being successfully pilot tested, PAL became the organizational learning vehicle of the case company. A long term organizational learning strategy was formulated and the necessary supporting infrastructure, in the form of four PAL Pillars, was built up. It was recognized at the outset that this is a long journey. PAL implementation was carried out in a wave-like manner in selected business units of the case company. Now eight years since its inception, PAL is still alive and kicking. Although, the LO destination is still to be reached, the way ahead for SAE Magnetics has been paved.