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

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.

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