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Executive learning in entrepreneurial firms and the role of external directors

David Deakins (David Deakins is Chair in Enterprise at the Paisley Enterprise Research Centre at the University of Paisley, Scotland, UK.)
Eileen O’Neill (Eileen O’Neill is a Lecturer in Management in the Department of Management and Marketing, at the University of Paisley, Scotland, UK.)
Patrick Mileham (Patrick Mileham is a Lecturer in Management in the Department of Management and Marketing, at the University of Paisley, Scotland, UK.)

Education + Training

ISSN: 0040-0912

Article publication date: 1 June 2000

Abstract

Provides an analysis of the role of “external” or non‐executive directors and their relationship with executive entrepreneurs in small but entrepreneurial (growing) companies, focusing on their influence on executive learning. We provide qualitative analysis of research based on 45 face‐to‐face interviews. Despite the importance given to individual executive and organisational learning in large companies, comparatively little literature exists on executive entrepreneurial learning in small companies. The factors that can affect such learning are discussed with emphasis on the role played by external directors who, it is argued, are likely to be appointed in such companies due to the need for additional expertise and knowledge in a rapidly changing environment.

Keywords

Citation

Deakins, D., O’Neill, E. and Mileham, P. (2000), "Executive learning in entrepreneurial firms and the role of external directors", Education + Training, Vol. 42 No. 4/5, pp. 317-325. https://doi.org/10.1108/00400910010347795

Publisher

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MCB UP Ltd

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