International Journal of Research Studies in Management
CollabWritive Special Issue
2025 Volume 13 Issue 5
Available Online: 25 June 2025
Author/s:
Gao, Zhou
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
This study investigated the interconnected roles of learning and development culture, technology adoption, and change management strategies in creating dynamic and positive learning environments within universities. Focusing on top universities in Hunan Province, China, the research explored these elements through a descriptive design, surveying 400 teaching and non-teaching personnel. The study described the learning and development culture (opportunities for growth, collaborative environment, support), technology adoption (infrastructure, training, support, evaluation), and change management strategies (engagement, communication, resistance management). Key findings revealed general agreement among respondents regarding the presence and effectiveness of these elements within their institutions. Crucially, the study found a strong, significant relationship among these three factors. Based on these findings, a framework for fostering dynamic and positive learning environments was developed. This framework provides valuable guidance for universities seeking to enhance their learning ecosystems, promoting continuous growth and development by strategically integrating learning culture, technology, and change management. The study offers practical insights for university leaders and administrators aiming to cultivate thriving learning environments in the rapidly evolving higher education landscape.
Keywords: learning and development culture, technology adoption, change management, positive learning environment
DOI: https://doi.org/10.5861/ijrsm.2025.25072
Cite this article:
Gao, Z. (2025). Learning and development culture, technology adoption, and change management strategies: Basis for a dynamic and positive learning environment framework. International Journal of Research Studies in Management, 13(5), 249-259. https://doi.org/10.5861/ijrsm.2025.25072