Changing the behaviour of traditional bakers in a Chinese multi-family owned food company through workplace action learning in Hong Kong

Purpose - The purpose of this paper is to explain the rationale for designing and implementing an action learning and research process to significantly transform the work behaviour of tradition-bound bakers to embrace leading ideas of a new workplace culture in order to diversify the product range of the moon cake and generally improve the competitive performance of the company.Design methodology approach - Emphasis was placed on action learning and action research as the main vehicles for managing the organizational change process.Findings - The project demonstrates how an action learning and change management strategy was designed and implemented with a Chinese workforce that had no prior experience of modern ideas on production technology and other aspects of the new workplace culture.Research limitations implications - The project was confined to a single case study approach in the bakery department of a major food company in Hong Kong.Practical implications - The project demonstrates a close correspondence between organizational learning and change management theory and the actual process and outcomes of a practical change agenda.Originality value - The special value of the paper lies in its insights into the work behaviour of Chinese factory workers.