A suitable 'GPS' for SME's: the strategic planning and organizational learning nexus
The aim of the article is to examine the relationship between organizational learning and strategic planning actions in SMEs. The hypothesis is that those firms that think strategic planning as an organizational learning process may encourage the design of 'long-term objectives', keeping SMEs flexible and adaptive. Thus, it allows the exploitation of opportunities and the accumulation of specific and competitiveinternal resources. A structural equation model is proposed, based on 147 argentinean SMEs surveys. The main conclusion is that firms involving in strategic planning are more likely to improve knowledge management and increase competitive resources and capabilities.
|Date of creation:||Apr 2013|
|Date of revision:|
|Publication status:||Published in Journal of Knowledge Management, Economics and Information Technology, 3(2), 2013|
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- Said Elbanna & John Child, 2007. "The Influence of Decision, Environmental and Firm Characteristics on the Rationality of Strategic Decision-Making," Journal of Management Studies, Wiley Blackwell, vol. 44(4), pages 561-591, 06.
- Aimilia Protogerou & Yannis Caloghirou & Spyros Lioukas, 2008.
"Dynamic Capabilities and their Indirect Impact on Firm Performance,"
DRUID Working Papers
08-11, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
- Aimilia Protogerou & Yannis Caloghirou & Spyros Lioukas, 2012. "Dynamic capabilities and their indirect impact on firm performance," Industrial and Corporate Change, Oxford University Press, vol. 21(3), pages 615-647, June.
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