Small firms and internationalisation: learning to manage and managing to learn

Abstract

Small firms contribute significantly to the UK economy, but most research into learning and work features the experience of large organisations. This article focuses on learning and work in small organisations. An interpretive framework relating to organisational learning is derived from the literature. Data on learning in small firms that internationalise are analysed to assess the extent to which models of organisational learning are applicable to the context and challenges they face. The article suggests that the large firm model of learning is inappropriate; the distinctive culture and communication systems of small organisations require different approaches to the acquisition, transmission and interpretation of knowledge. Tacit knowledge, developed through informal learning, is a priority and learning through local business networks is more important than participation in formal programmes. Advocacy of human resource development (HRD) practices based on conventional theories of organisational learning, therefore, may hinder rather than encourage performance in small organisations.

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

“…In addition, there is an increasing demand for expatriate employees in a far wider range of organizations than the traditional large MNC partly due to the rapid growth of small and medium enterprise (SME) internationalization (Anderson and Boocock, 2002) and international joint ventures (IJVs) . Recent research highlights the importance of staffing and the top management team's international experience to the performance of international SMEs (Monks and Scullion, 2001).…”

Self-organizing innovation networks, mobile knowledge carriers and diasporas: insights from a pioneering boutique hotel chain

“…The formation, and re-formation, of self-organizing and informal innovation networks is central to this article, not least because reliance on informal networks is particularly important in the early stages of creating and developing a business (Anderson and Boocock, 2002) such as the HduV project. Furthermore, these networks can bring together people with different types of tacit knowledge, facilitating creativity (Dovey, 2009) which, together with social capital, are important elements in the HduV story.…”

The small firm: as a distributed evolving social learning network

“…Amongst these studies a tension is identified between the preference by small firms for learning through informal social and network contacts and by experience (Anderson and Boocock, 2002), against the benefits reported of knowledge transfer through institutional support such as business incubation or training provision (for example, Bell et al, 1992;Weinstein et al, 1992;Jones and Craven, 2001;Pena, 2002;Collinson and Gregson, 2003;Chrisman and McMullan, 2004). Moreover, there are some who argue that the nature of assistance must recognise that some firms are more able to respond to assistance than others.…”