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"Tujuan utama dari penelitian ini adalah untuk mengkaji peran perubahan strategis terhadap kinerja perusahaan Ericsson melalui pembelajaran organisasi, yang mana dalam membentuk perubahan strategis yang kuat diperlukan kapabilitas pengetahuan TMT, komitmen organisasi dan kepemimpinan transformasional. Penelitian ini menggunakan pendekatan kuantitatif dan kualitatif. Data dikumpulkan dari 92 bisnis unit di 23 wilayah cabang Ericsson di Kawasan Asia & Australia. Penelitian ini menggunakan analisis Structural Equation Modeling ( SEM ), di mana hasil analisis tersebut menunjukkan bahwa terdapat hubungan positif yang signifikan antara kapabilitas pengetahuan TMT dan komitmen organisasi terhadap perubahan strategis. Perubahan strategis juga memiliki hubungan positif yang secara tidak langsung signifikan terhadap kinerja melalui pembelajaran organisasi dan juga perubahan strategis memiliki hubungan positif langsung yang signifikan terhadap kinerja. Namun kepemimpinan transformasional tidak memiliki pengaruh signifikan terhadap perubahan strategis. Beberapa faktor yang menghambat kepemimpinan transformasional di Ericsson antara lain keterbatasan otoritas wewenang dan perbedaan budaya antara pemimpin dengan wilayah kepemimpinan. Keterbatasan tersebut yang mendorong tidak optimalnya pembentukan perubahan strategis dan kinerja perusahaan melalui kepemimpinan transformasional yang dimiliki.

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The main objective of this research is to examine the role of strategic change on Ericsson's company performance through organizational learning, which in forming strong strategic change requires TMT knowledge capability, organizational commitment and transformational leadership. This study uses a quantitative and qualitative approach. Data is collected from 92 business units in Ericsson's 23 regional branches in the Asia & Australia Region. This study uses Structural Equation Modeling (SEM) analysis, where the results of the analysis show that there is a significant positive relationship between TMT knowledge capability and organizational commitment to strategic change. Strategic change also has a significant positive indirect relationship to performance through organizational learning and strategic change also has a significant direct positive relationship to performance. However, transformational leadership does not have a significant effect on strategic change. Some of the factors that hinder transformational leadership at Ericsson include limited authority and cultural differences between leaders and leadership areas. These limitations have led to the non-optimal formation of strategic changes and company performance through their transformational leadership."

"This Infoline defines action learning as a group effort that involves solving real world problems through the use of acquired learning and implementing systems-wide solutions. It discusses why this process works and the benefits to organizations that use this technique. It features brief case studies from Whirlpool, National Semiconductor, General Electric, and Cigna International Property and Casualty Corporation."

"Takes you through a discovery tour of three internationally recognized companies (Accenture, Microsoft, and Caterpillar), and a single, large department within the US Department of Labor and how they successfully blended organizational strategy and technology-based learning initiatives that resulted in measurable, bottom-line results."