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    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 100, 2019 DOI: 10.1016/j.jbusres.2019.03.006

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Surviving or thriving: The role of learning for the resilient performance of small firms

Research output: Contribution to journalJournal article

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<mark>Journal publication date</mark>1/07/2019
<mark>Journal</mark>Journal of Business Research
Volume100
Number of pages13
Pages (from-to)38-50
Publication statusPublished
Early online date15/03/19
Original languageEnglish

Abstract

Building on a longitudinal dataset of 245 small firms covering the period of the Global Financial Crisis, this study uses, in combination with fuzzy clustering, the N-State Classification and Ranking Belief Simplex (NCaRBS) technique. This technique, able to deal with ambiguous outcome variables, small datasets, incomplete data and relationships that have the potential to be non-linear, is used to explore the relationship between learning and the resilient performance of small firms. Our findings provide a fine-grained picture of the complex relationships between strategic, cognitive and behavioural learning mechanisms and three resilient performance clusters – sustained performance, stability, and survival – which has implications for theory, as well as practice. By examining learning at the level of the individual owner-manager and also the organisation, we contribute to a better understanding of the role of specific learning mechanisms, a role that is still not well understood

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 100, 2019 DOI: 10.1016/j.jbusres.2019.03.006