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

Additional information

Notes on contributors

Ians Chaston

Dr. Chaston is Director of Research at the Plymouth Business School in Plymouth, U.K. His research interests include entrepreneurship, small firm growth, and marketing.

Beryl Badger

Dr. Badger is the Project Direct group director for Organizational Learning at the Plymouth Business School in Plymouth, U.K. Research interests include embedding learning into organizations and small firm management.

Eugene Sadler‐smith

Dr. Sadler-Smith is research director for Organizational Learning at the Plymouth Business School in Plymouth, U.K. His research interests include knowledge transfer and measurement of learning styles.