| Summary: | 碩士 === 國立中興大學 === 森林學系所 === 99 === The purpose of this research was to understand the relationships between organizational learning and operation performance at Aowanda Nature Center. The study focused on the staff and volunteers of Aowanda Nature Center in Nantou Forest District Office of Taiwan Forestry Bureau. The questionnaire survey method was employed for data collection. Survey items of organizational learning adopted those of Huber (1991) and operation performance adopted the Balanced Score Card (BSC) developed by Kaplan and Norton (1992). Survey period was from June to July 2010. Overall,there were 104 responses, with 95 usable ones from the 110 persons surveyed. The result showed nonsignificantly different between staff and volunteer for organizational learning at Aowanda Nature Center. The organizational learning as well of Aowanda Nature Center but staff high degree of recognition than volunteer. The result also showed nonsignificantly different between staff and volunteer for operation performance at Aowanda Nature Center. The operation performance as well of Aowanda Nature Center but staff High degree of recognition than volunteer. Using multiple regression analysis,with four dimensions of organizational learning as independent variable including: Knowledge acquisition (X1),Information distribution (X2),Information interpretation (X3), Organizational memory (X4), and operation performance (Y) as dependent variable,I established the relationship between organizational learning and operation performance. The results showed R2 = 0.569 (P<0.001). The significant independent variables included Information interpretation (β3=0.299), following Organizational memory (β4=0.261), and Information distribution (β2=0.112). Finally, the result also showed highly positive correlation between organizational learning and operation performance at Aowanda Nature Center.
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