Changing the Behaviour of Traditional Bakers in a Chinese Multi-Family Owned Food Company through Workplace Action Learning in Hong Kong

Autor/inn/en	Elsey, Barry; Tse, Rex Chi-Hang
Titel	Changing the Behaviour of Traditional Bakers in a Chinese Multi-Family Owned Food Company through Workplace Action Learning in Hong Kong
Quelle	In: Journal of Workplace Learning, 19 (2007) 8, S.511-525 (15 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1366-5626
DOI	10.1108/13665620710831182
Schlagwörter	Food Processing Occupations; Behavior Change; Traditionalism; Organizational Culture; Action Research; Experiential Learning; Organizational Change; Inplant Programs; Case Studies; Foreign Countries; Hong Kong + Suchen Sie Ihr Suchwort? Traditionalismus; Unternehmenskultur; Projektforschung; Experiental learning; Erfahrungsorientiertes Lernen; Organisationswandel; Betriebliche Weiterbildung; Case study; Fallstudie; Case Study; Ausland; Hongkong
Abstract	Purpose: The purpose of this paper is to explain the rationale for designing and implementing an action learning and research process to significantly transform the work behaviour of tradition-bound bakers to embrace leading ideas of a new workplace culture in order to diversify the product range of the moon cake and generally improve the competitive performance of the company. Design/methodology/approach: Emphasis was placed on action learning and action research as the main vehicles for managing the organizational change process. Findings: The project demonstrates how an action learning and change management strategy was designed and implemented with a Chinese workforce that had no prior experience of modern ideas on production technology and other aspects of the new workplace culture. Research limitations/implications: The project was confined to a single case study approach in the bakery department of a major food company in Hong Kong. Practical implications: The project demonstrates a close correspondence between organizational learning and change management theory and the actual process and outcomes of a practical change agenda. Originality/value: The special value of the paper lies in its insights into the work behaviour of Chinese factory workers. (Contains 2 figures and 1 table.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10