Felicity Kelliher

A Learning Framework for the Small Business Environment.

Purpose – The aim of this article is to offer insight into the factors affecting individual and organisational learning in a small business; specifically the identification of the learning relationships that are unique to the small business environment.Design/methodology/approach – The authors apply Crossan et al.s (1997, 1999) Organisational Learning Framework. The proposed framework is supported by empirical evidence generated through a longitudinal case study carried out in a small business in the Republic of Ireland over a two‐year period. A learning catalyst, in this case the implementation of a new information system (IS), offered an initial point from which to gauge subsequent learning within the studied case.Findings – This framework acknowledges the learning impact of a small workforce, an owner‐centred culture and a simple organisational structure, as well as the time and resource constraints specific to small businesses which affect the learning dynamic. The framework also takes account of the...

Cooperative Micro-Firm Strategies Leveraging Resources through Learning Networks

Learning networks are highlighted in contemporary literature as a means of leveraging resources to create and sustain competitive advantage in micro-firms. Despite their importance in the context of micro-firm development, micro-firm learning, learning processes and networks have previously been neglected as an area of academic study, and there is limited evidence of successful cooperative strategies in this environment. The aim of the research discussed in this paper is to catalogue micro-firm learning criteria in a cooperative network environment and to propose a framework of cooperative learning for that milieu. Adopting an action research methodology, primary research was carried out on a Tourism Learning Network (TLN) initiative. Cooperative network activity and individual learning were observed and documented by the researchers over two years. Based on the research findings, the authors propose a framework of cooperative learning that offers insight into how network structures, support and interrelationships may facilitate learning process completion in the micro-firm environment.

From Facilitated to Independent Tourism Learning Networks Connecting the Dots

Facilitated networks are regularly cited in tourism literature as a means to promote sustainable competitive advantage in small tourism firms. These networks function for a variety of reasons including marketing, innovation and research and development; however learning networks specifically seek to encourage learning among tourism entrepreneurs. Once established, the question remains whether such networks can transition from facilitated cooperative learning strategies to become independent learning communities in the longer term. Little is known about the formation, maintenance or success of these types of learning relationships after facilitated learning structures and supports reach a conclusion. What is known is that these networks, labelled “evolving learning communities” (ELCs) by the authors, are devoid of formal structures, thus autonomy in their structural and relational reasoning is required. In this paper, the authors explore a facilitated tourism learning network (TLN) environment operating in Ireland, and discuss the potential to transition from a facilitated TLN to an independent learning network environment. Following a comprehensive literature review, the authors propose an ELC model for the purposes of mapping the tourism entrepreneurs learning development, from the autonomous business setting to the facilitated learning network environment and on to the independent learning network arena, illustrating the evolution of a learning community. The overriding research objective is to explore the elements and relationships that influence entrepreneurial learning in tourism learning networks. Future research will inform and validate the proposed model through the completion of a longitudinal interpretive case study incorporating sub-studies for the purposes of cross-validation.

Exploiting managerial capability for innovation in a micro-firm context: New and emerging perspectives within the Irish hotel industry

Purpose – The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to address these issues. Design/methodology/approach – The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. Findings – Four criteria of micro firm managerial capability emerge from micro firm managerial traits in the literature namely, leadership; strategic thinking; problem solving and people relationships. The review also shows that micro firms are embedded in three resource pools which include stakeholder ties; the local community and the proximate market environment. Micro firm managerial capability is argued to emerge from the interaction of the managerial capability criteria and the resources in a process mediated by the resource based and dynamic capabilities perspectives from the strategic management literature. ...

Exploring Rural Enterprise: The Impact of Regional Stakeholder Engagement on Collaborative Rural Networks

Abstract Purpose This study tracked rural network activity among regional stakeholders, including government supported agencies, educational institutes, indigenous business representatives, economic support organizations and rural community groups. It explored the relationships that exist between regional stakeholders in a collaborative rural network environment, offering insights into the relationship dynamic between stakeholder organizations. Methodology/approach A longitudinal case study method was utilized to identify the component elements of regional stakeholder network engagement. Findings Communication, resource sharing and prolonged social interaction were found to be key elements in promoting stakeholder trust. Furthermore, proactive stakeholders improve commitment to network relationships over time. A cyclical flow of these criteria is necessary for congruent understanding to develop between the stakeholders resulting in collaborative network engagement. Research limitations Limitations include stakeholder willingness to participate in the research study, potential participant and researcher bias and the possibility that certain features may be particular to the observed network. Practical/social implications The current research demonstrated that stakeholder engagement cannot be assumed in a rural network environment, thus the implementation of the network paradigm into national strategic plans for rural regional development is recommended. Originality/value This research contributes to the under-developed area of regional stakeholder network engagement and provides a basis from which to consider the relationships that exist between regional stakeholders in a rural network. A key outcome is the development of a Framework of Regional Stakeholder Network Engagement, which offers insight into how committed network relationships evolve and highlight the factors that promote and hinder sustainable regional stakeholder engagement.

Transforming Tourism Micro Firm Practitioner Learning: Exploring the Road to a Sustainable Learning Community

The failure of generic training solutions to address the unique learning needs of tourism micro firms has led to the introduction of more flexible educational offerings, including academe-led facilitated learning networks (FLN). FLNs seek to develop micro firm competencies and cooperative norms to promote self-led learning and practice, however little research has explored whether these activities lead to sustained learning community engagement in the longer-term. Using a longitudinal interpretive case method, this study mapped the learning experiences of a cohort of Irish micro firm tourism practitioners over a period of 4.5 years, from their observed participation in a FLN to their engagement with, and interaction in, an independent learning community. Findings highlight the journey from individual to collaborative learning focus, promoting reflection and critical discussion within facilitated learning sets; sustained through internal learning brokers within micro tourism learning communities. The authors conclude by proposing a sustainable learning community framework for tourism micro firms illustrating an educational pathway that supports sustained learning community engagement.

Learning in action: creating a community of inquiry in a healthcare organisation

The aim of this paper is to discuss an insider action research project concerned with establishing an audit team, with responsibility for addressing a clinical and social services ‘assurance gap’ at corporate level in a healthcare organisation. The focus of the research account is on the knowledge that was generated internally by establishing the aforementioned team underpinned by an action learning ethos, and through the observed evolution of this team into a community of inquiry. Using the stages within the experiential learning cycle to guide team interventions and our own critical reflection, the authors have different research roles in this study; one has responsibility for the design, recruitment, establishment and management of this audit team, while the other acts as academic advocate in context. The knowledge that emerged from this study and the learning therein has the capacity to be actionable, that is, at the service of both academic and practitioner communities.

How multi-levels of individual and team learning interact in a public healthcare organisation: a conceptual framework

ABSTRACT The aim of this paper is to review the relevant literature on organisational learning and offer a preliminary conceptual framework as a basis to explore how the multi-levels of individual learning and team learning interact in a public healthcare organisation. The organisational learning literature highlights a need for further understanding of how the multi-levels of organisational learning interact and a broadly accepted theory of organisational learning has not yet emerged. Organisational learning is a multi-level concept and while there has been some multi-level research, more is required to understand the mechanisms that facilitate the flow of learning between the levels. This paper explores multi-level learning, using action learning as a basis through which we consider how individual learning and team learning interact. The preliminary conceptual framework seeks to contribute to our understanding of the interaction between the individual and team levels of learning and the processes and conditions that facilitate or hinder the flow of learning. As this framework provides a means of exploring individual learning in a team setting it has the potential to develop understanding as to how to enhance the effectiveness of learning interactions in the healthcare sector and other sectors. In turn this exploration could lead to enhanced understanding of the mechanisms involved in the flow of learning.

Cloud Computing: The Emergence of the 5th Utility

This chapter provides an overview of the evolution of the Cloud Computing (CC) Software as a Service (SaaS) concept and its emergence of the 5th utility. Within CC, SaaS is defined as a software licencing and hosted delivery model in which software is licensed on a subscription basis and delivered as a service over the Internet. The chapter goes on to discuss SaaS under the utility model, highlighting the key criteria to be considered when building a sustainable SaaS revenue model.

B2B Cloud Computing Software as a Service Revenue Model

This chapter presents a Business-to-Business (B2B) Cloud Computing (CC) Software as a Service (SaaS) revenue renewal model, built upon the B2B taxonomy and the experience factors framework presented in Chap. 6. A key tenet of this model is that the user is never the owner of the software, but rather has the right to access, use or reference the knowledge it contains. A key distinction between SaaS and other services is that the knowledge or value-added data created or owned by the user no longer rests with them on a failed renewal. These unique criteria, alongside the importance of timing in a renewal event, are embedded in the proposed model.