Organizational Learning: An Empirical Assessment of Process in Small U.K. Manufacturing Firms

Abstract

Organizational learning is increasingly being mentioned in the literature as a mechanism for assisting small firm survival. There exists, however, limited empirical evidence to validate the benefits claimed for the concept. A survey of small U.K. manufacturing firms was undertaken to ascertain whether entrepreneurial firms use higher-order (or double-loop) learning. Additional research aims included assessing whether organizational learning confers information management advantages and contributes to the upgrading of managerial competencies. The results suggest entrepreneurial firms do utilize higher-order learning and are able to manage information more effectively than non-entrepreneurial firms. Some evidence was found to support the view that higher-order learning influences certain managerial competencies. The implications of these findings are discussed and proposals presented on the needs for further research.

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

“…Regarded as one of the core capabilities of firm, organizational learning was a significant index of competitiveness of businesses (Chaston et al 2001). According to Polanyi (1967), the knowledge contained both explicit (or codified) and tacit (or uncodified) types, and additionally, people obtained knowledge, of explicit and tacit distinction, via experiential learning (Kolb 1984).…”

Learning Opportunities and Learning Behaviours of Small Business Starters: Relations with Goal Achievement, Skill Development and Satisfaction

“…Although our focus is on the individual small business starter, we mention some approaches that take the organization as unit of analysis, because of the debate whether organizations learn or individuals in organizations learn (Aldrich, 1999). Organizational learning in small firms has been considered by Chaston et al (2001). Following the conceptual work of Argyris and Schon (1978), they discern single loop learning (in which the organization adjusts for mistakes, tries to work more efficiently and effectively, but no structural changes occur), and double loop learning (in which the organization tries to discover and exploit new sources of knowledge).…”

Innovation behaviour and the use of research and extension services in small-scale agricultural holdings

“…LO influences firms' propensity to create and use knowledge, and affects an organization's degree of information use and active learning as one important internal resource (Cohen & Levinthal, 1990;Farrell, 1999;Chaston et al, 2001;Anderson & Bookock, 2002). However, it is a time-consuming process that requires commitment and managerial skills, what can represent a constraint for SME (Lin et al, 2008).…”