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behavioral repertoire a range of responses which each of which operates at lower level of specificity (Boisot & Child, 1999). The agents figure out themselves on how to organize change in a complex adaptive system which they are self-organize. Self organize refer to the ability to reconfigure connections and activities. The enhancement of the system capacity to self-organize is derived from the connection that helps interpret externalities and enhance successful co-evolutionary (Brown & Eisenhardt, 1997).

The organizational performances also involve the goals of the performance. Two tiered advice process in which experts help decision makers process information and consider multiple alternatives simultaneously which is identified as one way of absorbing complexity (Eisenhardt, 1989). An internal structure that encourages information exchange across internal organization boundaries (Ashmos et al, 1996) and sense making and interpretation (Thomas & McDaniel, 1990) are the other complexity absorption responses. Participants can get identification and motivation and prioritization among alternatives action are the management prescription that advice organization to adopt clear and limited goals (Scott, 1981 & Simon, 1976). Organizations could disarm competitors from embarking on direct assault on any goals by pursuing multiple goals (Barney, 1995 & Hart & Banbury, 1994 & Wernerfelt, 1984).

Trialability

Rogers (1995) defined trialability as the degree to which an innovation maybe experimented on a limited basis. In the training context, there are some definitions which are consistent with trialability. According to Manpower Service Comission (1981), the training system, training course or program in social as well as financial terms is the total value of the assessment for the training evaluation. Continuous monitoring of the program or of the training function as a whole will be used as general judgmental sense (McDougall, 1990).

In the training context, there is an evaluation for training elements for the factors contributing to trailability on reasons for conducting the training. According to Kearns and Miller (1996), evaluation has become important task for the organization and it has to put more effort on it. The reasons for training evaluation are provides basis for maximizing return on investment, helps the training by the types of return will get from the investment, building credibility and a solid foundation for training and development decisions. Besides, it also could ensures buy in and commitment at all levels, automatically link training and development with strategic and operational business objectives, great reinforcer of learning and further motivate individuals to develop themselves as well as getting the right person to lead for building up the training function. Magdy (1999) stated that most of the organizations in the US based on his research are spending 10 percent of the expenditure to evaluation while 30 percent to the training programs annually. Employment standardized, commercially available and evaluation instruments as conducted by trainers and designers are a result of budgetary and other constraints. It offers little assistance for long term effects and o本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。