Organizational learning style and competences: A comparative investigation of relationship and transactionally orientated small UK manufacturing firms

In the literature, relationship orientated firms are being advised to exploit organizational learning as a route through which to acquire the knowledge required to survive in rapidly changing and/or highly competitive markets. There is, however, only limited anecdotal evidence of the positive contribution that organizational learning can make to enhancing the performance of firms. To acquire additional empirical data, a survey of learning style and perception of competences relative to competitors in small manufacturing firms was undertaken. Results concerning organizational learning style appear to indicate the firms who exhibit a relationship marketing style tend to adopt a double‐loop (or table8.TIF igher order) learning style; whereas transactionally orientated firms appear to be single‐loop learners. When compared with transactional firms, relationship orientated respondents also reported higher competences for some areas of marketing, HRM and information management practices. This conclusion was further validated through telephone interviews. The implications of these findings are discussed and proposals presented on the need for further research.