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Organizational Learning in Smaller Manufacturing FirmsBradford University School of Management, UK
School of Management, University of Surrey, UK This article describes the development and validation of a measure of a firm's organizational learning orientation and considers the relationships between this and firm performance. The measure assesses owner-managers’ perceptions of their organizations’ orientation to learning in terms of higherorder (active) and lower-order (passive) levels of learning. Its development is a response to the criticisms that organizational learning research is beset by a paucity of valid and reliable measures to assess the ways in which organizations engage in learning at the collective level (Tsang, 1997). Data are presented from a number of samples of small- and medium-sized enterprises in the UK that indicate that the organizational learning orientation measure exhibits acceptable reliability and validity. Furthermore, a number of relationships between organizational learning and financial and non-financial performance were observed. The implications of the findings for research, policy and the management of learning within organizations are discussed.
Key Words: firm performance • learning orientation • manufacturing • organizational learning • small firms • SMEs
International Small Business Journal, Vol. 24, No. 2,
133-158 (2006) This article has been cited by other articles:
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