Management of innovation and the participation society: The case of organization learning of IBM Shenzhen Branch

This is a case study of organization learning of IBM Shenzhen Branch. Under the impact of economic convergence and globalization, governments in different nations try to promote creativity and learning behavior of their societies, including corporations. By following the “learning change model” designed by IBM Global Business Services, IBM Shenzhen Branch develops its specific organization learning with Chinese elements, with two major characteristics: an individual DIY learning plan and integration of company resources; and there are different professional learning teams, including Green Council, Lean Council, Technical Council and Delivery Council, focusing on the strategic objective of IBM. It adopts and employs a “double-loop” learning process, when errors are encountered, corrected by ways which are holistic and involve the wholesome change and modification of the organization, as well as its objectives, policies and standard procedures.