Does organizational learning differ in manufacturing and service firms? Evidence from Mexico

• Published in: Journal of knowledge management 2022-07, Vol.26 (7), p.1649-1675
• Main Authors: Garza Burgos, Rodrigo, Johnson, James P., Loughry, Misty L.L.
• Format: Article
• Language: English
• Subjects: Customer services; Emerging markets; Knowledge; Knowledge management; Learning; Managers; Manufacturing; Organizational learning; Profits; Service industries; Supervisors
• ISSN: 1367-3270; 1758-7484; 1367-3270
• DOI: 10.1108/JKM-04-2021-0301

Purpose This paper aims to investigate organizational learning (OL) at the individual, group and organizational levels in service and manufacturing firms in Mexico to determine if there are differences in how OL operates or in the link between OL and firm performance. Design/methodology/approach The authors surveyed experienced managers from 1,093 Mexican firms across a range of service and manufacturing industries, using the Strategic Learning Assessment Map (Bontis et al., 2002). Findings Organizational learning processes (OLPs) were highly similar in service and manufacturing firms and OL had a strong positive association with performance in both types of firms. OLPs at the individual level had a slightly greater impact on performance for service firms. Research limitations/implications The results provide further evidence of the strong link between OL and firm performance. There were no significant correlations of firm size or age with the OLPs or firm performance. However, the micro-companies that constitute 95% of Mexican firms were under-represented in the sample. Practical implications OLPs are equally important in manufacturing and service firms and across developed and developing economies. Therefore, OL should pervade all organizations. Managers should create cultures that encourage employees to produce new ideas and share those ideas with peers and supervisors through both formal and informal communication processes. Social implications The findings indicate that the individual employees’ contributions to OL are the main driver of the impact of OLPs on firm performance and that individual-level learning processes are even more relevant for service firms than for manufacturing firms. As value co-production takes place simultaneously at the moment of the service delivery/service consumption, the individual learning stock is fundamental for enhanced firm performance. Originality/value The authors believe this to be the first large-scale study to compare OLPs in manufacturing and service firms across industries in a major emerging market.