The relationship between organizational learning and SME performance in Poland

Anna Michna

65 citations0/0 files storedJournal of European Industrial Training

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Organizational Learning and Leadership Innovation and Knowledge Management Management and Organizational Practices

Abstract

Purpose The purpose of this paper is to identify and define dimensions of organizational learning and the way it affects small‐ or medium‐size enterprise (SME) performance. Design/methodology/approach The empirical research is carried out in Polish SMEs (the sample size is 211 enterprises). In order to test the constructed hypotheses we use factor analysis with varimax rotation, correlation analysis and cluster analysis. The sales and employment growth figures and synthetic McKenzie index are used to evaluate SME performance. Findings In the empirical study, 11 empirical dimensions of organizational learning are identified and defined. The empirical research shows that sales and employment growth is most dependent on the following dimensions: dialogue and empowerment of the employees, collaboration, team learning, leaders' attitudes. In this research, it is suggested that there is an empirical relationship between organizational learning and organizational performance. In practice it means that organizations reaching a higher level of organizational learning probably achieve higher performance. Research limitations/implications This research uses a single‐respondent questionnaire. Further research could include analysis of other SME members and take into consideration subjective measures of SME development. Practical implications The research results in some important recommendations for SME leaders, who should make every effort to inspire the employees' confidence in each other and create an atmosphere of honest and frank exchange of information and ideas. Originality/value The results of the research fill a gap in the current knowledge of strategic management and can be used by managers, specialists, independent experts.

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References

1991The fifth discipline, the art and practice of the learning organization 1997Organizational Learning: A Theory of Action Perspective 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis 2004Entrepreneurial orientation and small business performance: a configurational approach 2000INTERNATIONAL EXPANSION BY NEW VENTURE FIRMS: INTERNATIONAL DIVERSITY, MODE OF MARKET ENTRY, TECHNOLOGICAL LEARNING, AND PERFORMANCE.1995Building the Learning Organization 1993Building a learning organization.1998The Link between Individual and Organizational Learning

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