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The relationship between organizational learning and SME performance in Poland
16 references·16 citing·37 second hopsampled
The relationship between organizational learning and SME performance in Poland (2009)The relationship between organizational l…Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis (2004)Exploration vs. Exploitation:…Entrepreneurial orientation and small business performance: a configurational approach (2004)Entrepreneurial orientation a…Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire (2003)Demonstrating the Value of an…The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization (2001)The Wealth of Knowledge: Inte…INTERNATIONAL EXPANSION BY NEW VENTURE FIRMS: INTERNATIONAL DIVERSITY, MODE OF MARKET ENTRY, TECHNOLOGICAL LEARNING, AND PERFORMANCE. 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References

  • 1991The fifth discipline, the art and practice of the learning organization20,050 cited
  • 1997Organizational Learning: A Theory of Action Perspective11,107 cited
  • 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis3,734 cited
  • 2004Entrepreneurial orientation and small business performance: a configurational approach3,194 cited
  • 2000INTERNATIONAL EXPANSION BY NEW VENTURE FIRMS: INTERNATIONAL DIVERSITY, MODE OF MARKET ENTRY, TECHNOLOGICAL LEARNING, AND PERFORMANCE.2,891 cited
  • 1995Building the Learning Organization2,748 cited
  • 1993Building a learning organization.2,498 cited
  • 1998The Link between Individual and Organizational Learning1,961 cited
  • 2003Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire1,320 cited
  • 1997Organizational Learning and the Learning Organization: A Dichotomy Between Descriptive and Prescriptive Research933 cited
  • 1988THE INFLUENCE OF ORGANIZATION STRUCTURE ON THE UTILITY OF AN ENTREPRENEURIAL TOP MANAGEMENT STYLE907 cited
  • 1994The Organizational Learning Cycle: How We Can Learn Collectively714 cited
  • 1996Understanding Organizational Learning Capability572 cited
  • 2001The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization

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522 cited
  • 1999The Knowledge Management Fieldbook518 cited
  • 1996Ugly Duckling No More: Pasts and Futures of Organizational Learning Research491 cited
  • Cited by

    • 2020Dynamic capabilities for SME participation in public procurement75 cited
    • 2020The Relationship between Organizational Capability, Organizational Learning and Financial Performance63 cited
    • 2011Trust as a moderator of the relationship between organizational learning and marketing capabilities: Evidence from Spanish SMEs59 cited
    • 2011The Effects of Locus of Control on Learning Performance: A Case of an Academic Organization59 cited
    • 2013An Analysis and Synthesis of DLOQ-Based Learning Organization Research54 cited
    • 2018Impact of market orientation, organizational learning and market conditions on small and medium-size hospitality enterprises53 cited
    • 2016Organisational learning and the organisational life cycle50 cited
    • 2012Learning Orientation of SMEs and Its Impact on Firm Performance46 cited
    • 2014What drives learning orientation in fast growth SMEs?40 cited
    • 2016Critical Success Factors of SME Internationalization32 cited
    • 2015The Impact of Organisational Learning on Organisational Performance25 cited
    • 2021Impact of entrepreneur’s gender on innovation activities. The perspective of small businesses23 cited
    • 2012The influence of organizational learning on performance in Indonesian SMEs23 cited
    • 2024Is Women Entrepreneurship a Key Driver for Business Performance of the SMEs in Asian Developing Nations? A Case Study of SMEs in the Agricultural Sector in Sri Lanka7 cited
    • 2016Building Entrepreneurial Networking Quality to Improve the Success of Innovation and Batik SMEs Performance7 cited
    • 2021The Effect of Locus of Control on Job Performance: An Empirical Study of Executive Level Employees in a Selected Sri Lankan Apparel Organization2 cited