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The cross-cultural impact on organizational learning: A comparative study between China and the Netherlands

Frontiers of Business Research in China volume 2, pages 356–371 (2008)Cite this article

Abstract

Based on the theory of cross-cultural management and organizational learning, this paper comparatively analyzes the role of culture differences between China and the Netherlands in organizational learning processes, climate, and capabilities. Three propositions are proposed to help multinational corporations (MNCs) build learning-oriented subsidiaries in China.

摘要

基于跨文化分析架构, 就中国和荷兰的社会文化对组织学习过程、 组织学习氛围和组织学习能力的影响进行比较, 提出3个有待进一步证实的命题,以期引起人们对跨文化组织学习实证研究的关注, 为跨国公司在华子公司打造学习型组织的实践提供理论基础。

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Authors and Affiliations

  1. Business School, Nanjing University, Nanjing, 210093, China

    Wanwen Dai & Shuming Zhao

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  1. Wanwen Dai
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  2. Shuming Zhao
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Correspondence to Wanwen Dai.

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Dai, W., Zhao, S. The cross-cultural impact on organizational learning: A comparative study between China and the Netherlands. Front. Bus. Res. China 2, 356–371 (2008). https://doi.org/10.1007/s11782-008-0021-8

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