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事实上，社会上有许多作者都对学习型组织提出了其定义。像Argyris和 Schon、Kim、, Nonaka 和Takeuchi、 Bontis、Crossan 和 Hulland以及Peter Senge，当然还有其他更多的。然而在这些定义中，我一般比较认同和采用的是Peter Senge提出的对分配目的的定义。它指出：“学习型组织也就是一个组织，但是其组织的学习的过程是连续的，其目的就是为了达到预期的目标。创新的思维和理念是实现企业的愿景和使命”。然而这些定义彼此都是存在一定关系的，因为Peter Senge提出的学习型组织的定义及其形式也是他从阿吉里斯和舍恩提出的定义中提取出来的。

燧石是一种用于生产轮胎的物质，十九世纪八十年代，企业创始人伦纳德建立了轮胎制造公司。此案例研究的结果表明，管理是在那个时代最好的一个运营企业的方式。事实上，最初的燧石介绍与学习是由于它在最初十年内的持续增长，但那时火石并没有表现出任何的学习或发展趋势。然而，有证据表明，从凡士通垮台开始，米其林（另一个橡胶厂）开始设计的子午线轮胎从而在轮胎行业证明了自己，而燧石也从此消失。而单环学习和双环学习则是阿吉里斯和舍恩给出的定义之间的差异。同时，有证据表明，凡是缺乏单环学习的员工由于他们并没有自己的工作方式，从而导致其公司都会在市场上消失。

There are many authors who proposed the definition of learning organisation like Argyris and Schon, Kim(1993), Nonaka and Takeuchi(1995), Bontis, Crossan and Hulland(2002),Peter Senge and many more. However from these definitions for the purpose of the assignment I have used Peter Senge’s(1990:3) definition. It states that “learning organisations are organisations where the process of learning is continuous so as to achieve the desired goals. Innovative thinking and idea are always developed to achieve the vision and mission of the company”. However these definitions are quite related to each other because definition form Flood is obtained from Peter Senge who then describes his definition from Argyris and Schon.

Firestone was a tyre manufacturing company that used to produce tyres that excelled in the 1980’s.It was built by entrepreneurial founder Leonard Firestone. The case study suggests that its management was one of the best during that period. Initially firestone introduced learning due to which it was growing continuously for about the first 10 years but then firestone did not show any symptoms of learning or development which was the demand of the situation. However evidence suggests that downfall of firestone started when Michelin (another rubber manufacturer) begin to design radial tyres that proved to be a boon for the tyre industry and finally led to disappearance of firestone. Difference between single loop and double loop learning is given by Argyris and Schon .Evidence suggests that in firestone there was lack of single loop learning as they did not made any changes in their working styles that led to the disappearance of the company from the market.

One of the reasons for the downfall of firestone was that they resisted change. This is indicated in the case study as it is given that the firestone decided to produce belted tires even with the invention of the new radial tyres. A learning organisation is an organisation where learning is an ongoing process (Kim 1993).However it is evident from the case study that firestone did not reacted to the new technical development of radial tyre. Instead they tried to make an attempt to create new radial tyres in the year 1972, that is, about 12 years from the time since radial tyres were already launched in the competitive market. In order to keep a leading edge over the competitors, the learning organisation has to keep abreast with the happenings in its internal and external environment. “Technical and political issues that can exert pressure on the organisation's current and future operations are identified and should be monitored” (David Gavin, Building a Learning Organisation).Hence it was too late for firestone to launch radi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。