Effect of Inter-organizational Learning on Construction SMEs Performance

The impact of ICT on inter-organizational knowledge sharing for SMEs growth

“…Also, IOKS has a statistically significant, negative effect on SMEs growth. This is dissimilar to the findings of Alashwal et al [59] that there is a statistically significant, positive relationship between inter-organizational sharing and SMEs performance in the construction industry in Malaysia. Meanwhile, the greatest representation (35.8%) of the sampled respondents was from the construction industry.…”

“…Alashwal et al [59] showed that there is a statistically significant, positive association between IOKS and SMEs performance in the construction industry in Kuala Lumpur, Malaysia. The results showed that inter-organization learning, externalization (tacit knowledge to explicit knowledge), and internalization (explicit knowledge to tacit knowledge) improve SMEs' performance.…”

How international SME's vicarious learning may improve their performance? The role of absorptive capacity, strength of ties with local SMEs, and their prior success experiences

“…A number of scholars find that vicarious learning from others' experiences is an important way to acquire vital, necessary knowledge (Ingram & Baum, 1997;Kim & Miner, 2007;Miner & Haunschild, 1995). Firms are increasingly using vicarious learning to replicate the best practices, strategies, and designs of successful organizations (Alashwal et al, 2019;Burns & Wholey, 1993;Collins & Porras, 1994;Connell & Cohn, 1995;Glavas et al, 2019;Haunschild & Miner, 1997;Peters & Waterman, 1982;Posen et al, 2013). Recent research has focused on vicarious learning from successful organizations to take advantage of their best practices (Kim, 2000;McGrath, 1999;Sitkin, 1992) and vicarious learning from the failure experiences of other firms to serve as wake-up calls and to avoid similar mistakes (Ingram & Baum, 1997;Miner, Kim, Holzinger, & Haunschild, 1999).…”

Effect of Cross-Departmental Collaboration on Performance: Evidence from the Federal Highway Administration

“…Because tacit knowledge is difficult to codify and is workplace-specific, it can be accumulated by directly sharing team members' experiences in social interactions. Junior engineers can develop tacit knowledge through observation and informal discussion, as well as working together with senior engineers to acquire hands-on experience in day-today construction activities [31]. Converting tacit knowledge to explicit knowledge occurs in the externalization stage.…”

“…There are several empirical studies on the positive impact of knowledge creation on organizational performance in the construction industry. Based on a survey of small-and medium-sized construction enterprises in Malaysia, knowledge creation, contributing to inter-organizational learning through the established external links of inter-organizational relationships, had a significant impact on these enterprises' performance [31]. In a study of Singaporean construction companies, Pheng [32] also examined the relationships between organizational learning, construction productivity, and performance.…”