Conceptualizing the Learning Process in SMEs

By Michael Zhang, Allan Macpherson, Oswald Jones. 2006

227 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5ec4e59ea03ae92dccbd1d7348e3ab548a938a6f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. E. Hamilton
2. Michael Konopaski
3. Sarah L. Jack
4. Alistair R. Anderson
5. Friederike Welter
6. D. Goss

In Organizational Behavior and Human Resource Management

1. E. Hamilton
2. Michael Konopaski
3. Byung-Jin Park
4. Devi R. Gnyawali
5. Sarah L. Jack
6. Alistair R. Anderson
7. D. Goss

In Strategy and Management

1. Byung-Jin Park
2. Simon S. Gao
3. Devi R. Gnyawali
4. Sarah L. Jack

Citations in the corpus

• How family business members learn about continuity (2015, background): “Some suggest that the most effective learning occurs when knowledge is specifically tied to the context in which it is used (Zhang et al., 2006).”
• Risk management capability building in SMEs: A social capital perspective (2013, background): “Zhang et al. (2006) have shown that organizational learning within smaller firms is dependent upon the ability of managers and employees to balance the acquisition of knowledge from external sources (knowledge exploration) with internal, operational activities – including knowledge exploitation –…”
• Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “…develop their JOURNAL OF SMALL BUSINESS MANAGEMENT320 market and knowledge domains (Miles and Snow 1978), SMEs pursuing prospecting strategy usually engage in processes of exploration and attempt to build links with a range of external knowledge providers (Zhang, MacPherson, and Jones 2006).”