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Title: Small firms and internationalisation: learning to manage and managing to learn
Authors: Anderson, Valerie
Boocock, Grahame
Issue Date: 2002
Publisher: © Wiley-Blackwell
Citation: ANDERSON, V. and BOOCOCK, G., 2002. Small firms and internationalisation: learning to manage and managing to learn. Human Resource Management Journal, 12 (3), pp. 5-24.
Abstract: Small firms contribute significantly to the UK economy, but most research into learning and work features the experience of large organisations. This paper focuses on learning and work in small organisations. An interpretive framework relating to organisational learning is derived from the literature. Data on learning in small organisations that internationalise are analysed to assess the extent to which models of organisational learning are applicable to the context and challenges they face. This paper suggests that the large firm model of learning is inappropriate. The distinctive culture and communication systems of small firms require different approaches to the acquisition, transmission and interpretation of knowledge. Tacit knowledge, developed through informal learning, is a priority and learning through local business networks is more important than participation in formal programmes. Advocacy of HRD practices based on conventional theories of organisational learning, therefore, may hinder rather than encourage performance in small organisations.
Description: This article is Closed Access.
DOI: 10.1111/j.1748-8583.2002.tb00068.x
URI: https://dspace.lboro.ac.uk/2134/7669
Publisher Link: http://dx.doi.org/10.1111/j.1748-8583.2002.tb00068.x
ISSN: 1748-8583
Appears in Collections:Closed Access (Business School)

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