Abstract
Purpose: To contribute to the literature on
innovation and entrepreneurial learning by exploring how SMEs learn and
innovate, how they use of both formal and informal learning and in particular
the role of networks and crisis events within their learning experience.
Design/methodology/approach: Mixed method study, comprising 13
focus groups, over 1000 questionnaire responses from SME mangers, 13 focus groups
and 20 case studies derived from semi-structured interviews.
Findings: SMEs have a strong commitment to
learning, and a shared vision. Much of
this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly
more committed to learning than those which are less innovative, seeing
employee learning as an investment. Innovative
SMEs are more likely to have a shared vision, be open-minded and to learn from
crises, being able to reflect on their experiences.
Implications for
research:
There is a need for further process driven qualitative research to understand
the interrelationship between, particularly informal, learning, crisis events
and SME innovation.
Implications for
practice:
SME owners need opportunities
and time for reflection as a means of stimulating personal learning –
particularly the opportunity to learn from crisis events. Access to mentors (often outside the
business) can be important here, as are informal networks.
Originality/value: This is one of
the first mixed method large scale studies to explore the relationship between
SME innovation and learning, highlighting the importance of informal learning
to innovation and the need for SME leaders to foster this learning as part of a shared organisational
vision.
Key words: SME,
entrepreneur, learning, innovation, network, crisis event, mixed
method.
Categorization: research
paper.
