The relation of strategic management models and learning networks to performance increase: lessons from a Brazilian learning network of SMEs

Dornas, Guilherme Costa Valle (2014). The relation of strategic management models and learning networks to performance increase: lessons from a Brazilian learning network of SMEs. University of Birmingham. Ph.D.

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Abstract

The objective of this thesis is to investigate the relationships between performance change or increase and strategic management or strategy implementation, based on Learning Networks Groups of SMEs in Brazil. The research is based on a group of medium-sized South American companies that participate in the “Learning Network Programme” (or LNC, Learning Networks Companies). The LNC Programme encourages the exchange of experiences while discussing management models, putting management and strategic tools into practice, and training the participating companies’ employees in managerial instruments.
A hypothetical Global Performance model based on Strategic Management Elements and also on Learning Network Elements was developed and, subsequently, tested through a field survey with 300 Brazilian SMEs, being 150 from companies that have experimented the LNC Programme and 150 organizations that have never gone through a similar project.
In order to test the empirical validity of the model, structural equation modelling was used, with reference to both main and unfolded hypotheses, and analysed the variables of strategic management and learning networks and their possible impact on the companies’ global performance. The proposed model demonstrated to be able to predict 62% of the variance in the global performance construct considering the LNC Group and 5.6% considering the Non-LNC Group.

Type of Work: Thesis (Doctorates > Ph.D.)
Award Type: Doctorates > Ph.D.
Supervisor(s):
Supervisor(s)EmailORCID
Slater, JamesUNSPECIFIEDUNSPECIFIED
Oktemgil, MehmetUNSPECIFIEDUNSPECIFIED
Neto, José Antônio S.UNSPECIFIEDUNSPECIFIED
Licence:
College/Faculty: Colleges (2008 onwards) > College of Social Sciences
School or Department: Birmingham Business School
Funders: None/not applicable
Subjects: H Social Sciences > HF Commerce
URI: http://etheses.bham.ac.uk/id/eprint/5207

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