Chapter 9 Exploring the Perceived Impact of Strategic Learning Plans on Growth-focussed Small Service Firms

Exploring the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms

“…At a theoretical level, there are growing calls for a more robust framework to advance understanding of how OMs learn and whether that learning is consequently embedded in the organisation (Battistia et al, 2019;Coetzer et al, 2017;Keith et al, 2016;Murphy et al, 2018;Wolff et al, 2015). The research contributes to the body of existing knowledge in the small 4.…”

“…Embedding strategic learning plans in a small firm setting JSBED 27,5 firm setting concerning social learning theory and strategic learning plans. It has identified a link between OM goal setting and external accountability mechanisms in pursuit of sustainable organisational learning in small firms and offers a framework for embedding strategic learning plans in small firms, fortified by building on earlier research that is anchored in social learning theory (Bandura, 1977;Csillag et al, 2019;Lans et al, 2016Jones et al, 2010Manuti et al, 2015;Murphy et al, 2018).…”

“…Small firms are defined as those businesses with between 10 and 50 employees and a turnover of less than EURV50 million (European Commission, 2016), while a strategic learning plan is one which determines long-term goals and objectives of learning that seek to improve the strategic capability of the small business (Murphy et al, 2018). A formal plan ethos then adopts "courses of action and the allocation of resources necessary for carrying out these goals" (Chandler, 1962 in Peel andBridge, 1998, p. 849), drawing on goal setting and the establishment of accountability mechanisms as key planning activities.…”

“…Despite interest in small firm strategic learning plans (cf. Keith et al, 2016;Murphy et al, 2018), empirical evidence on the subject remains scant (Battistia et al, 2019). The literature that does exist contributes that key aspects of learning within a small firm setting are based around contextualised social experiences (Csillag et al, 2019;Taylor and Thorpe, 2004); wherein the owner/manager (OM) is the medium through which much of the strategic learning success relies (Battistia et al, 2019;Deakins et al, 2012).…”

“…The literature that does exist contributes that key aspects of learning within a small firm setting are based around contextualised social experiences (Csillag et al, 2019;Taylor and Thorpe, 2004); wherein the owner/manager (OM) is the medium through which much of the strategic learning success relies (Battistia et al, 2019;Deakins et al, 2012). Yet, few studies consider how OMs learn and whether that learning is consequently embedded in the organisation (Battistia et al, 2019;Deakins et al, 2012;Kelliher and Henderson, 2006;Murphy et al, 2018;Wolff et al, 2015), thus small firm OM strategic learning activity is worthy of exploration.…”