Empowering the EPD Project Team through Organizational Learning: Application of the SECI Model

Abstract

Under the context of globalization, the concept of sustainable development drives enterprises to face both transformation pressures and opportunities. Environmental Product Declaration (EPD) reports have become vital tools for enhancing corporate competitiveness and addressing trade barriers. However, the application of organizational learning theory in the management of EPD project teams requires further in-depth exploration. This study examines the EPD project team of EX Corporation as a case, integrating organizational learning theory and employing methods such as case analysis, interviews, and literature review to identify issues related to knowledge sharing, collaboration mechanisms, and the cultivation of learning culture within the team. A framework for organizational learning mechanisms based on the SECI model is proposed. The findings indicate that layered training programs, cross-departmental collaboration mechanisms, and the adoption of digital tools can significantly improve team expertise and collaborative efficiency. These measures not only enhance individual capabilities but also promote overall team synergy, providing a solid foundation for the efficient implementation of projects. The results offer practical insights for enterprise team management and serve as a reference for future projects and industry practices.