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Transactional learning relationships: developing management competencies for effective small firm stakeholder interactions

Transactional learning relationships: developing management competencies for effective small firm stakeholder interactions
Transactional learning relationships: developing management competencies for effective small firm stakeholder interactions
It has been argued that a critical issue pertaining to small firm success is the ability to manage and develop a network of interdependent relationships with a wide and diverse range of stakeholders. The article explores the needs of small firms and their stakeholders in building interdependent relationships as effective learning forms for enhancing a small firm’s potential to succeed. It is suggested that small firm owners and managers need to develop specific competence frameworks when initiating and progressing such relationships. It is also suggested that those managing such dyadic relationships have been disadvantaged by the lack of appropriate guidelines to assess current levels of competence and opportunities for improvement.
competences, learning, partnerships, small firms, stakeholders
0040-0912
237-245
Hannon, Paul D.
8c36e0b2-07a7-4c9b-ae7b-df6ab6d15aac
Patton, Dean
eb4a56db-4f69-4dd8-984f-44921143b643
Marlow, Sue
f07037f5-2471-4f2f-a901-4ad15414d473
Hannon, Paul D.
8c36e0b2-07a7-4c9b-ae7b-df6ab6d15aac
Patton, Dean
eb4a56db-4f69-4dd8-984f-44921143b643
Marlow, Sue
f07037f5-2471-4f2f-a901-4ad15414d473

Hannon, Paul D., Patton, Dean and Marlow, Sue (2000) Transactional learning relationships: developing management competencies for effective small firm stakeholder interactions. Education and Training, 42 (4/5), 237-245. (doi:10.1108/00400910010373688).

Record type: Article

Abstract

It has been argued that a critical issue pertaining to small firm success is the ability to manage and develop a network of interdependent relationships with a wide and diverse range of stakeholders. The article explores the needs of small firms and their stakeholders in building interdependent relationships as effective learning forms for enhancing a small firm’s potential to succeed. It is suggested that small firm owners and managers need to develop specific competence frameworks when initiating and progressing such relationships. It is also suggested that those managing such dyadic relationships have been disadvantaged by the lack of appropriate guidelines to assess current levels of competence and opportunities for improvement.

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More information

Published date: 2000
Keywords: competences, learning, partnerships, small firms, stakeholders

Identifiers

Local EPrints ID: 37462
URI: http://eprints.soton.ac.uk/id/eprint/37462
ISSN: 0040-0912
PURE UUID: 36f81606-27fe-40d3-b5b0-cfc885956698

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Date deposited: 20 Mar 2007
Last modified: 15 Jul 2019 19:04

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Contributors

Author: Paul D. Hannon
Author: Dean Patton
Author: Sue Marlow

University divisions

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