Organisational learning: research issues and application in SME sector firms

Abstract

Over the last two decades the UK Government has massively expanded support for SME sector firms. Two important elements of this expansion have been the funding of intervention by commercial consultants and the provision of training schemes covering start-ups, owner-manager development and employee skills acquisition. Argues that a fresh approach is required which ensures embedding of the concept that firms should be more self-responsible and continually strive to find ways of enhancing their performance. This view then permits one to posit the idea that the introduction of organisational learning into the SME sector is a highly attractive proposition. However, the majority of espoused theory is based on application of the concept in large firms moreover, there is very limited empirical research that supports the fundamental assumption that organisational learning contributes towards enhancing performance. Research to determine whether identifiable relationships exist between the performance of the firm, the learning mode of the organisation and organisational competence does not provide clear statistically significant relationships and further work is clearly needed. A grounded theory approach was adopted for developing an organisational learning programme for small firms. Preliminary results indicate the approach offers significant advantages over the classic, external intervention driven support models currently in common use among TECs and business links.

Information technology as a determinant of organizational learning and technological distinctive competencies

“…Hence, they can be considered as a dynamic capability, given that they are a learned and stable pattern of collective activity through which the organization pursuits the improvement of effectiveness (Zollo & Winter, 2002). The mediating role of TDCs in the influence of OL on PERF becomes obvious via the quantification of the indirect effect (.178), which suggests that the relationship between OL and PERF cannot be very direct and is mediated by other variables, as Chaston et al (1999a) indicated. The results imply that while TDCs are an important direct driver of performance, it also appears to be a necessary mediator of the link between OL and PERF.…”

“…Some authors such as Chaston, Badger, and Sadler-Smith (1999a) maintain that OL is a path for achieving competitive advantage and helping organizations to become more innovative and improve their performance. Distinctive competencies are developed through the OL process, with this process, together with its outcomes forming a ''metalearning'' system.…”

Learning the hard way: the lessons of owner‐managers who have closed their businesses

“…Theories of organisational learning are derived predominately from large firms but a number of authors have recognised the potential of these concepts for entrepreneurial development (e.g. Chaston et al, 1999).…”

Trust as a consequence of perceived commitment: Implications on learning and innovation

“…En este sentido, Chaston et al (1999) sostienen que el aprendizaje organizativo es un camino para alcanzar la ventaja competitiva y ayudar a las organizaciones a convertirse en más innovadoras y mejorar su rendimiento. La innovación implica la generación y la implantación de ideas, de procesos o de productos nuevos.…”