I. Chaston, B. Badger, T. Mangles and E. Sadler‐Smith
The role of organisational learning in knowledge acquisition for competitive advantage is increasingly found in the literature. Various researchers have used qualitative, single…
Abstract
The role of organisational learning in knowledge acquisition for competitive advantage is increasingly found in the literature. Various researchers have used qualitative, single firm case studies to validate a relationship between learning, knowledge and firms exhibiting strong market performance. There is, however, limited empirical evidence on the relative importance of the learning style and management systems required to support the effective marketing of knowledge‐based services. The Internet is an excellent research tool to empirically assess the possible relationships between learning style, knowledge systems and revisions in operational practices. A survey of small UK accountancy practices was undertaken to acquire data on learning style, knowledge systems and market performance. The results and their implications in relation to organisations’ use of the Internet are discussed and proposals are presented for further research.
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I. Chaston, B. Badger and E. Sadler‐Smith
In the literature, relationship orientated firms are being advised to exploit organizational learning as a route through which to acquire the knowledge required to survive in…
Abstract
In the literature, relationship orientated firms are being advised to exploit organizational learning as a route through which to acquire the knowledge required to survive in rapidly changing and/or highly competitive markets. There is, however, only limited anecdotal evidence of the positive contribution that organizational learning can make to enhancing the performance of firms. To acquire additional empirical data, a survey of learning style and perception of competences relative to competitors in small manufacturing firms was undertaken. Results concerning organizational learning style appear to indicate the firms who exhibit a relationship marketing style tend to adopt a double‐loop (or table8.TIFigher order) learning style; whereas transactionally orientated firms appear to be single‐loop learners. When compared with transactional firms, relationship orientated respondents also reported higher competences for some areas of marketing, HRM and information management practices. This conclusion was further validated through telephone interviews. The implications of these findings are discussed and proposals presented on the need for further research.
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Sarah N. Mitchell, Antoinette M. Landor and Katharine H. Zeiders
Research has shown that for young adults, marital attitudes (e.g., desire, importance, and expectation) are associated with relationship quality. However, how this association…
Abstract
Research has shown that for young adults, marital attitudes (e.g., desire, importance, and expectation) are associated with relationship quality. However, how this association plays out for young adults of color is less known. Additionally, the influence of skin tone perception on the relationship between marital attitudes and relationship quality remains understudied. To explore these associations, the authors examined African American and Latinx young adults (N = 57, Mage = 20.71 years, SD = 1.28; 75.4% female) attending a Midwestern university. Exploratory results indicated that marital expectations were positively associated with relationship quality in that young adults who expected to marry one day, reported greater relationship satisfaction, commitment, and intimacy in their current relationships. Additionally, skin tone perception moderated the association between marital attitudes and relationship quality in two ways (i.e., between expectations and satisfaction and between importance and intimacy). Collectively, findings suggest that differing levels of marital attitudes and skin tone perception contributes to young adults’ perceptions of relationship quality. Considering these psychological factors of attitudes, skin tone perception, and relationship quality, together with systemic racial/ethnic discrimination, the authors discuss future research and practice considerations.
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I. Chaston, B. Badger, T. Mangles and E. Sadler‐Smith
Organisational learning is increasingly being mentioned in the literature as a mechanism for assisting the market performance of small firms. There exists, however, limited…
Abstract
Organisational learning is increasingly being mentioned in the literature as a mechanism for assisting the market performance of small firms. There exists, however, limited empirical evidence on either the benefits conferred by organisational learning and the learning systems utilised to manage the process. A survey of small UK manufacturing firms was undertaken to acquire data on whether a relationship exists between learning style and the competencies exhibited by organisations. The survey also sought to determine the nature of learning systems used by small manufacturing firms. The results suggest that as firms move from a lower‐level to a higher‐level learning style, this is accompanied by competence enhancement that can contribute to improving organisational capability. It also appears that a higher‐level learning style is accompanied by the adoption of a more formalised learning system inside the organisation. The implications of these findings are discussed and proposals presented on the needs for further research.
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In both literature and policy documents, small and medium‐size enterprises (SMEs) are being advised to form networks as a route for acquiring the knowledge required to survive in…
Abstract
In both literature and policy documents, small and medium‐size enterprises (SMEs) are being advised to form networks as a route for acquiring the knowledge required to survive in rapidly changing and/or highly competitive markets. There is, however, only limited anecdotal evidence of the positive contribution that networks are a way of upgrading organisational learning and thereby enhancing the performance of small firms. Additionally, there appears to be minimal guidance available on how small firms might exploit networks as a route for improving their capabilities to acquire and utilise knowledge to enhance future performance. To acquire additional empirical data on these issues, a survey was undertaken to examine the learning style of small UK manufacturing firms participating in some form of cooperative relationship with other members of their market supply chain. Learning style in the survey was measured by seeking response to a scale which permits assessment of the degree to which the respondent firm is exhibiting a single‐ versus double‐loop learning style. A survey of small firms advisers to gain their view of the organisational competency was measured using a scale that identifies those areas of capability that have significant impact on the performance of small firms. Results indicate that firms involved in networks tend to adopt a double‐loop (or higher‐order) learning style, whereas non‐network firms mainly appear to be autonomous single‐loop learners. When compared with non‐network firms, respondent organisations who participate in networks tend to have a better developed, more formalised knowledge management system. Furthermore, small firm advisers perceive that the creation of a formalised knowledge management system is reflected by such firms exhibiting a higher level of organisational competence across some of the areas of marketing, HRM and information management. The implications of these findings are discussed in relation to how small firms might be assisted in becoming involved in learning networks as a path for improving their knowledge management capabilities. Some qualitative, illustrative examples of small business learning networks are provided. Additionally, proposals are presented on the need for further research.
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The purpose of this paper is to examine the nomological relations among market‐orientation, learning‐orientation and innovativeness in medium‐sized business (SMEs) of developing…
Abstract
Purpose
The purpose of this paper is to examine the nomological relations among market‐orientation, learning‐orientation and innovativeness in medium‐sized business (SMEs) of developing countries.
Design/methodology/approach
The study involves a questionnaire‐based survey of managers from small‐sized‐firms operating in Turkey. A total of 157 usable questionnaires were received from managers. These were subjected to a structural equation modeling (SEM) analysis.
Findings
The results show that firm innovativeness positively affects firm performance; firm learning‐orientation positively influences firm innovativeness; firm market‐orientation positively impacts firm learning orientation; firm learning‐orientation mediates the relationship between firm market‐orientation and firm innovativeness; and firm market‐orientation indirectly impacts firm performance via firm innovativeness and learning.
Practical implications
This study has implications for SEMs aiming at increasing their performance and innovativeness.
Originality/value
The interrelationships among a firm's market‐orientation, learning‐orientation, and innovativeness are an important research area for investigators in the literature of management, strategy, and marketing. However, most of the empirical studies were conducted in large‐scale firms in developed countries and ignored small and medium‐sized business (SMEs) in general, and in developing countries in particular. The results offer both theoretical and managerial implications.
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Keith H Brigham and Julio O De Castro
The concept of fit is central to theories in both the fields of strategic management and organizational behavior. It is our contention that many key questions in the field of…
Abstract
The concept of fit is central to theories in both the fields of strategic management and organizational behavior. It is our contention that many key questions in the field of entrepreneurship might also be successfully addressed through a fit approach. For instance, why do entrepreneurs often make poor managers? And why must founders often be replaced by professional managers as their firms grow? The idea of misfit is implicit in both of these questions. A fit perspective may also be beneficial in better understanding specific entrepreneurial behaviors. For example, why does one entrepreneur start and grow multiple businesses over his or her career (serial) while another might be content with starting only one business (novice)? or Why does one entrepreneur continually strive to grow his or her firm while another is content to arrest development (lifestyle) at a certain level? All of these questions, and obviously many more, can be viewed and examined as questions of fit.