Innovation Management in Defensive Organizations

Innovation Management in Defensive Organizations

Designing a Strategic Learning Model in Small and Medium Enterprises

Document Type : Original Article

Authors
Shahrokh Beigi 1
Mohsen Akbari 2
Mostafa Ebrahimpour Azbari 3
Seidmehdi Veiseh 4
1 PhD. Student of Department of Management, Faculty of Management and Economics, Guilan University, Rasht, Iran
2 Associate Professor, Department of Management, Faculty of management and Economy University of Guilan, Rasht, Iran
3 Associate Professor of Department of Management, Faculty of Management and Economics, Gilan University, Rasht, Iran
4 Associate professor of Department of Management, Faculty of Literature and Humanities, Ilam University, Ilam, Iran
10.22034/qjimdo.2024.457262.1685
Abstract
Background & Purpose: The contemporary business landscape makes it necessary to adopt new strategies for the growth of companies due to uncertainty and intensifying competition. The strategic learning approach empowers businesses to quickly identify market changes and focus on emerging opportunities. Therefore, the purpose of this research is to design a model for strategic learning in small and medium enterprises.
Methodology: This study is applied in terms of its objective and qualitative, adopting an interpretive approach. The research was conducted using the grounded theory strategy. The target population consisted of senior managers and experts in the field of small and medium-sized enterprises. Participants were selected through purposive and snowball sampling methods. Data were collected through 18 semi-structured interviews, which continued until theoretical saturation was reached. Data analysis was conducted using a three-stage coding process: open coding, axial coding, and selective coding.
Findings: After analyzing the data, 186 concepts, 35 sub-categories, and 15 main categories were identified. Based on this analysis, internal business factors (such as the development of firm capabilities and competencies, and market exploration) and external business factors (including competitive dynamics, innovation acceleration, and technological transformation) were identified as causal conditions. The category of strategic capacity, which facilitates strategic learning, was identified as the core phenomenon. Leadership and management style, cultural context, and individual skills and capabilities were recognized as intervening factors. The strategic dimension included strategic innovation, learning-by-doing, and intra-organizational network capability. The consequences included enhanced informational capital, strategic agility, dynamic resilience, and improved performance.
Conclusion: Strategic learning in small and medium-sized enterprises (SMEs) is a multidimensional and interactive process influenced by various factors. The proposed model provides both a conceptual and operational framework to enhance strategic learning capabilities and can serve as a strategic tool for improving the adaptability, dynamism, and competitiveness of these businesses. This model represents an effective step toward promoting informed and long-term decision-making in turbulent and complex business environments.
Keywords
Strategic dynamics
strategic learning
emerging strategies
strategic innovation

Subjects

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