David P. Spicer

Learning orientations and growth in smaller firms

Abstract Organisational learning is often presented as one way in which firms may respond to increasingly competitive market conditions by managing their knowledge assets in more effective ways. Although theoretically and conceptually plausible, there is limited empirical evidence, particularly from smaller firms, in support of this view. This study aims to provide some evidence that links organisational learning and performance. Extant theory suggests that organisational learning may range from a passive orientation (working within a current paradigm) to an active orientation (questioning a current paradigm) at both the individual and the collective levels. This study examines the learning orientations of 300 smaller manufacturing and service firms in terms of an active–passive learning construct. The results suggest that higher-growth manufacturing firms have a more active learning orientation. These firms make greater use of knowledge assets than do their lower growth counterparts, and this may have important implications for the management of learning in smaller manufacturing firms.

Organizational Learning in Smaller Manufacturing Firms

This article describes the development and validation of a measure of a firms 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.

An examination of the general decision making style questionnaire in two UK samples

– To examine the psychometric properties and construct validity of the general decision making style (GDMS) questionnaire in two UK samples.Design/methodology/approach – The GDMS takes the form of a self‐report questionnaire which identifies five decision making styles: rational, intuitive, dependent, avoidant, and spontaneous. It was administered to samples of business studies undergraduates in two UK business schools. Analyses included scale reliabilities, test‐re‐test reliability, and both exploratory and confirmatory factor analyses.Findings – The instruments internal and temporal consistencies were generally sound. Consistent with earlier studies, analyses undertaken on the two samples independently were generally supportive of a five factor model of decision making style. No relationships with gender or year of study were observed.Research limitations/implications – Whilst generally supportive of the GDMS, results suggest that further validation work is required. This could include consideration of the relationships between the GDMS and other measures of cognitive/personality style.Practical implications – The managerial implications of the strengths of and relationships between the different decision making styles observed are discussed.Originality/value – The paper fulfils a stated requirement for further validation study of the GDMS instrument.

The Impact of Approaches to Learning and Cognition on Academic Performance in Business and Management.

Results of a study into the relationships between students’ academic performance and their cognitive and learning styles are presented. A questionnaire containing three instruments assessing learning and cognition was distributed to second‐ and final‐year undergraduates studying on a general and business management degree. The outcomes of this are explored and analysed in relation to the students’ selection of modules and performance in assessments. The research explores whether students’ approaches to learning and cognition influence their selection of and performance in modules. This paper also incorporates consideration of the impact on performance of other factors, notably gender, and mode of study. Results show some impact of style on performance and module selection, but these are not consistent. The implications of this for higher education practice and learning and cognitive style research are discussed.

Changing Culture: A Case Study of a Merger Using Cognitive Mapping

This article reports research investigating managerial perspectives on cultural change in a post-merger organization. Cognitive mapping interviews were undertaken with senior managers in order to allow for an in-depth and open examination of their understanding of the nature, form and implications of the organizations culture. The research highlighted that the cultural change process expected post merger had not happened, and identifies some management challenges created by trying to bring together two distinct organizational cultures. These include problems of ensuring that consistent efforts are maintained in influencing culture, difficulties in gaining a shared understanding of the gaps and challenges in developing a desired culture, and challenges for leaders in communicating and maintaining a clear vision of a desired culture. The article also demonstrates the potential of cognitive mapping as a tool for in-depth study of complex issues, and for enabling managers to surface, share and challenge assumptions and perceptions of their organization.

Exploring Change in Small Firms' HRM Practices

The academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.