Recent trends in management practice have suggested that a company which "learns" is a company which can exhibit embedded quantum improvement in its performance. Many companies have followed this trend and have attempted to apply techniques of learing. This high regard for education and focus on continuous advancement has brought about the term "The Learning Organization." The techniques to use for it are in high demand, and still evolving. This paper describes the results of a study in which questions relevant to a learning organization were asked of members of the RD&E community in the northern New Jersey geographical area. Some interesting findings were discovered based upon the survey. The respondents consisted of individuals employed in over 20 large companies in the high technology sector. The variables upon which these processes and methods were measured were: 1) the level of innovation success (in terms of the standing in the respective industry and in terms of the projects meeting profit goals and customer needs), and 2) the degree that the respondent rates his or her company as a cutting dege innovator. The results of the study could be categorized as process orientation and methods practiced. Those companies considered to be innovative were correlated to possessing a good vision (of learning as stated goals; as emphasized in the company's routines and leadership) and company memory (a culture which emphasized retaining information, sharing of experiences, metaphors, conducive "org chart" and retrieval methods allow for sharing of existing knowledge). Those companies considered as cutting edge innovators were also correlated to vision, company memory, as well as creativity (possessing a high level of expertise, creating within, and buying needed). Methods used are as follows. To combine personal knowledge and company knowledge the best means were project meetings and informal "networking"- with "best practitioners" using libraries less, formal org chart more. Outside sources of knowledge were tech journals, networking, and symposiums- the best using fairs less, the web and news more. Indicators of good outside sources of knowledge were project success, repeat business and recognition- with the best practitioners valuing fees and frequency less, repeat business more.
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