This thesis critically reviews and evaluates theories of organisational learning and IT-related organisational change with particular reference to the task of explaining users’ acceptance (or rejection) of new technology. It seeks to develop a conceptual model of organisational learning and apply it to the particular case of recent IT-related (e-government) organisational change in Korea’s Supreme Court Registry Office (SCRO).\ud \ud Hitherto, there has been no systematic attempt to analyse the way in which management theories contribute to the electronic government (e-government) transformation effort within the public sector. This thesis seeks to fill this gap by synthesising perspectives drawn from the study of public sector organisation, IT, organisational transformation, and organisational learning.\ud \ud The analysis of the case study organisation (based on a qualitative research methodology) identifies various organisational learning phenomena occurring during the change project within the SCRO. In particular, it elaborates the interplay between the process of learning and change in the level of users’ acceptance (or rejection) of the new technology (the change over time is presented graphically in the form of a ‘support curve’). The research follows the organisational-transformation project since 1994 in terms of the process innovation diffusion model (Cooper and Zmud), which identifies the following key stages: initiation, adoption, adaptation, acceptance, routinisation and infusion (Cooper and Zmud). For each of these stages, processes of organisational learning are linked to the level of users’ acceptance. This aspect of the analysis involves considering the nature and scope of collective, mutual, situated, single-loop and double- loop learning; learning by doing; team learning; and leadership. These various approaches to organisational learning, which emerge from the analysis of the existing organisational-learning literature, are applied to the case analysis to bring out major developments in the SCRO’s organisational transformation.\ud \ud The findings derived from this study provide a framework that can be further applied and tested in future research, and that will also allow public sector management to continuously anticipate the problems involved in cultivating and sustaining users’ acceptance of new technology and nurturing appropriate organisational learning
To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.