本研究以國內個案公司為例，探討企業在建構學習型組織時應採行的步驟與程序。本研究採類實驗法，實地參與進行導入學習型組織的企業，以「學習型組織導入活動」為實驗變項的操弄，檢視個案公司在推動學習型組織過程中，組織績效與學習文化的改變。主要導入活動分別從：(1)溝通機制(2)教育訓練(3)專案團隊(4)鼓勵創新的文化(5)知識分享與移轉，五個構面著手。研究結果發現，本研究所發展的學習型組織建構模式，能有效改善組織制度面中的組織規範，結構與程序，塑造學習與創新的組織文化，也能提升組織的整體績效，包括生產、財務、以及品質績效，促使組織企業逐步轉型為學習型組織。此外，學習型組織建構的成效需長期觀察追蹤；短期內，組織制度面與生產指標的改善成效是較為顯著的；知識管理系統面與品質指標的改善成效則需長期追蹤。

This paper is about how business corporations build the learning organization which is more on exploratory study and the characteristics of the learning organization by taking local companies as study cases. This study uses Quasi-Experimental method by building learning organization, and then we observed the change of longitudinal and learning culture. The building activities include five dimensions: (1) communication mechanism, (2) development of training program, (3) team work, (4) encourage for innovation, and (5) establish system to transfer and share knowledge and information. After six months, we found that building learning organization could efficiently improve the learning culture in an organization and the organization's performance, including production, finance and quality. Besides, we also found that the effect of building learning organization needed to be observed in the long term; though the institutional and production performance could be improved significantly for the time being, however, the improvement of knowledge management system and the quality performance should take more time to observe. Additionally, the people of higher position in an organization could have more response to the learning culture.