• Cottage industries, critique and scholarship

      Cunliffe, Ann L.; Sadler-Smith, E. (2014-02-01)
    • An examination of the general decision making style questionnaire in two UK sample.

      Spicer, David P.; Sadler-Smith, E. (2005)
      Purpose ¿ To examine the psychometric properties and construct validity of the general decision making style (GDMS) questionnaire in two UK samples. Design/methodology/approach ¿ The GDMS takes the form of a self-report questionnaire which identifies five decision making styles: rational, intuitive, dependent, avoidant, and spontaneous. It was administered to samples of business studies undergraduates in two UK business schools. Analyses included scale reliabilities, test-re-test reliability, and both exploratory and confirmatory factor analyses. Findings ¿ The instrument's internal and temporal consistencies were generally sound. Consistent with earlier studies, analyses undertaken on the two samples independently were generally supportive of a five factor model of decision making style. No relationships with gender or year of study were observed.
    • Learning orientations and growth in smaller firms

      Spicer, David P.; Sadler-Smith, E.; Chaston, I. (2001)
      Organisational learning is often presented as one way in which firms may respond to increasingly competitive market conditions by managing their knowledge assets in more effective ways. Although theoretically and conceptually plausible, there is limited empirical evidence, particularly from smaller firms, in support of this view. This study aims to provide some evidence that links organisational learning and performance. Extant theory suggests that organisational learning may range from a passive orientation (working within a current paradigm) to an active orientation (questioning a current paradigm) at both the individual and the collective levels. This study examines the learning orientations of 300 smaller manufacturing and service firms in terms of an active¿passive learning construct. The results suggest that higher-growth manufacturing firms have a more active learning orientation. These firms make greater use of knowledge assets than do their lower growth counterparts, and this may have important implications for the management of learning in smaller manufacturing firms.
    • Organizational learning in smaller manufacturing firms.

      Spicer, David P.; Sadler-Smith, E. (2006)
      This article describes the development and validation of a measure of a firm's organizational learning orientation and considers the relationships between this and firm performance. The measure assesses owner-managers¿ perceptions of their organizations¿ orientation to learning in terms of higherorder (active) and lower-order (passive) levels of learning. Its development is a response to the criticisms that organizational learning research is beset by a paucity of valid and reliable measures to assess the ways in which organizations engage in learning at the collective level (Tsang, 1997). Data are presented from a number of samples of small- and medium-sized enterprises in the UK that indicate that the organizational learning orientation measure exhibits acceptable reliability and validity. Furthermore, a number of relationships between organizational learning and financial and non-financial performance were observed. The implications of the findings for research, policy and the management of learning within organizations are discussed.