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

Paul D. Hanno (Paul D. Hannon is Senior Research Fellow in the Faculty of Business and Law at De Montfort University, Leicester, UK.)
Dean Patton (Dean Patton is Principal Lecturer in the Department of Corporate Strategy, at De Montfort University, Leicester, UK.)
Sue Marlow (Sue Marlow is Principal Lecturer in the Department of Human Resource Management, at De Montfort University, Leicester, UK.)

Education + Training

ISSN: 0040-0912

Article publication date: 1 June 2000

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.

Keywords

Citation

Hanno, P.D., Patton, D. and Marlow, S. (2000), "Transactional learning relationships: developing management competencies for effective small firm‐stakeholder interactions", Education + Training, Vol. 42 No. 4/5, pp. 237-245. https://doi.org/10.1108/00400910010373688

Publisher

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MCB UP Ltd

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