Organizational Learning and Strategy Differences

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Table of Contents

Introduction
Review of literature
Characteristics of Chinese Based Firms
Learning strategies and processes
Government support
Barriers to organizational learning
Conclusion
Reference list

Introduction

The purpose of this study is to critically analyze organizational learning and strategy differences in the Chinese Based firms in Singapore, Taiwan and Hong Kong.

Review of literature

Many writers have provided information focusing on the Asian Policy Makers. Focus is given to the new strategic developmental strategies resulting from the economic Downturn that was been prevalent in the Asian countries for the last three decades.

Economic success of the Chinese based Firms is used as a Benchmark of these developmental strategies due to their Economic success despite economic downturn in the region. Unlike their regional competitors such as Japan and South Korea, with big Firms operating on a large scale, the Chinese firms have resilience (Dierkes et al, 2003, p 716).

There is a new focus shift from the Large Firms to small and medium sized ones on Market.

Characteristics of Chinese Based Firms

At present, the firms are mainly found in Singapore, Hong Kong and Taiwan. In the first place, these firms are small and medium in sizes. (Yeung, et al, 2011, p. 34.). Additionally, they are viewed as late comers to technology, thus they lack access to modern and advanced technology of large Western based firms. The firms have a high tendency of integration into global and local production networks.

Learning strategies and processes

Despite the economic down turn in the region, the firms remained a success. They have become a central focus due to their, economic progress. Chinese Firms uses adoptive and imitational forms of knowledge transfer (Yu, 2007, p.18). Imitations resulted to drastic growth, instead of using an innovative process despising the western concept of product life cycle. This is coupled with creation of learning in networks

Learning in networks

The firms are incorporated into regional as well as the global corporations networks based in the western enterprises of Japan Europe and the USA. The Chinese based firms have a characteristic of incorporating other highly developed western based firms in their technology and management systems unlike Japanese and other western based enterprises whose allied enterprises are centrally attached only to their mother companies/firms. Interfirm cooperation thus takes their center in learning.

Interfirm cooperation

The firms in this region of the world being late comers to the technological world of production strive to make their products better through knowledge accumulation and internalization leading to knowledge of producing goods already on market (Dierkes et al. 2003, p.721). There exist also strategic alliances.

Strategic alliances

Forming strategic alliances is also another learning strategy employed by Chinese firms as their Learning process. They target brand name leaders of through formation of joint ventures with these innovative Firms. Their governments also give them some support.

Government support

It is also characteristic of the Governments in these regions to provide and create favorable organizational learning conditions through provision of basic human resource training, provision and spreading required production and marketing knowledge and giving subsides to research and development targeting majorly, strategic industries and Firms for knowledge transfer. Despite this, these firms still face some barriers to organizational learning

Barriers to organizational learning

These firms have are vulnerable to under financing due to lack of technological underdevelopment thus they are exposed market fluctuations as compared to large enterprises found in Japan and South Korea.

On the overseas perspective, Chinese firms In Hong Kong, Taiwan and Singapore lack access to advanced technology used by large western enterprises, as well as large advanced markets of enjoyed by the western based models of organizational learning. The conclusion is therefore made at last as:

Conclusion

Chinese based firms are small and medium sized enterprises. Organizational learning characteristic to the through imitation of already existing technology in production and market conquest

Reference list

Dierkes, et al., 2003. Handbook of Organizational Learning & Knowledge. NY: Oxford Publishers.

Yeung, et al., 2011. The Globalization of Chinese Companies: Strategies for Conquering International Markets. Singapore: John Wiley & Sons.

Yu, F.T., 2007. Taiwan’s economic transformation in evolutionary perspective: Entrepreneurship, innovation systems and government. NY: Nova Publishers.

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