Learning in Small and Medium Enterprises (smes) - Take Taiwanese Smes as Examples

As organisational learning in small and medium enterprises (SMEs) has been attracted by the academics in recent years, the relevant topics of organisational learning in SMEs are becoming an important issue both in the research of organisational learning and the investigation of SMEs. According to the previous literatures, the quantitative research showed that there are different characters between family business and non-family business, however, the in-depth research is still not much. In this paper, I discuss their different learning formation by comparing organisational learning in family-owned and non-family-owned SMEs. The initial investigation was conducted in five companies (two of them are family business). The analyses of these five cases are based on three themes: owner-managers, organisational culture and external relationship. The results show that the different organisational structure (family-owned and non-family own) may be result in the different formation of organisational learning. The findings of this pilot research have been discussed in this paper and it did need the further research for a more comprehensive conclusion. At the end, I also assume some relevant questions which may help the further discussion.