Organization Members Of The Co Contention Between The Empirical Research Enterprise Organizations The Ability To Learn

The capability of organizational learning is one of the core competences of the enterprises who struggle in the fast changing environment, technologies and highly competing market nowadays. Since the middle of 20th century, organizational learning has gotten more and more attention by scholars from related researching field such as management, sociology, psychology and even economics etc., who launched organizational learning researches from several perspectives and got substantial fruits. The relative practices have also been widely launched in enterprises, especially with a symbol of the publication of "The Fifth Discipline" by Peter Senge(1990), a tide of molding "Learning Organization" arising. However, more than ten years later, although the passion of becoming learning organization has never attenuated, the learning organization has never been flourishing either.The contrast between the more and more abundant organizational learning theory and the stagnating of learning organization practice become very clear. It means that there are either latent impact factors in organizational learning theory or immethodical technologies of learning organization practice. This dissertation started from the investigation of the latent impact factors of organizational learning, oppugned the assumption of the metaphor of organizational learning as personal learning, and made the hypotheses as follows:1. There are co-opetition relationships between organization's members.2. The co-opetition relationships between organization's members have impact on the organizational learning capability of enterprises.3. The co-opetition relationships between organization's members have impact on the organizational learning capability of enterprises through the learning behaviors of organization's members.4. The environment factors of organizational learning have moderate impact on the relationships between the co-opetition relationships of organization's members and the organizational learning capability of enterprises.5. The organizational characters of enterprises have impact on the model of the relationship between the co-opetition relationships of organization's members and the organizational learning capability of enterprises.Using empirical research method, this dissertation built a model of the impact ofthe co-opetition relationships between organization's members on the organizational learning capability of enterprises through document searching, logical reasoning and dialogue and developed measuring tools, carried out a sampling questionnaire research in Shanghai, Peking and Shenzhen with 513 questionnaire issued and 286 valid answer received, applied statistic software of SPSS12.0 and LISREL8.5 to verify the hypotheses above and detailed hypotheses with most of them getting verified. The research found that:1. The co-opetition relationships of organization's members do exist, which include working cooperation relationship, support and sharing relationship, interest competition relationship, and achievement competition relationship.2. The co-opetition relationships of organization's members have impact on the organizational learning capability of enterprises (knowledge assimilating and creation capability, knowledge transformation and application capability) significantly.3. The learning behaviors of organization's member (learning orientation, learning intensity and active learning) have partly mediating impact on the relationships between the co-opetition relationships of organization's members and the organizational learning capability of enterprises.4. The environment factors of organizational learning (atmosphere of learning, cooperation atmosphere, competition atmosphere, salary fixing degree, and external environment challenge) have some moderate impact on the relationship between the co-opetition relationships of organization's members and the organizational learning capability of enterprises.5. The organizational characters of enterprises (ownership, population size and growing rate of enterprises) have impact on the model of the relationship between the co-opetition relationships of organization's members and the organizational learning capability of enterprises.Furthermore, this dissertation discussed the impacts in the model, got research conclusion and indicated the way to develop the organizational learning capability of enterprises, concluding the limitation of this dissertation and prospecting the developing of relative research forehead.The innovation points of this dissertation included that:1. It broke up the metaphor of organizational learning as personal learning, created a new perspective of the co-opetition relationships of organization's members and made a comprehensive review of the relationships between the co-opetitionrelationships of organization's members and the organizational learning capability of enterprises. The result can be the theory basis of the further research on how to improve the organizational learning capability of enterprises, which enriched the organizational learning theory and guide the practice of learning organization building.2. The evaluating index system of the co-opetition relationships of organization's members started the relative empirical research. It may offer a reference for future research.3. The evaluating index system of the organizational learning capability of enterprises based on the knowledge assimilating and creation , knowledge transformation and application enriched the empirical research of the evaluation of the organizational learning capability of enterprises, it may offer a reference for future research. This dissertation analyzed the organizational learning behavior from the perspective of the behavior of organization's member, and took it apart as learning orientation, learning intensity and active learning, which enriched the theory analysis of organizational learning behaviors and may offer a reference for future research.