Orientation to Organizational Learning and Its Effects on Innovation and Performance: The Colombian MSMEs Case

Introduction

Worldwide, Micro, Small, and Medium Enterprises - MSMEs generate a high percentage of the jobs created, contribute considerably to production and trade, and they play a key role to achieve competitiveness; this is why their importance is recognized in most countries, and public and private sectors work together to strengthen them (Varela, 2011). In Colombia, data shows that they comprise 99,9% of all enterprises (96,4% micro and 3,5% small and medium), generating 63% of employment and contributing with 37,5% of the GDP (Confecamaras, 2016).

Makarona & Kavoura (2019) carry out studies in this regard, indicating the need to link the generation of wealth of this type of companies with innovation and academic activities that really strengthen the relationship between industry and academia.

In Latin America and Colombia, previous conditions that boosted interest to research MSMEs have not changed but increased, due to issues such as the development of new technologies, internationalization, business environment dynamics and complexity, and the economic crisis (Dini and Stumpo, 2019). The last one especially has affected their performance, as result of the conditions of the environment, and their endogenous competencies such as technology undertaking, workers’ and entrepreneurs’ qualification, people’s knowledge, skills learning, management and productivity (Busłowska & Wiśniewska, 2017; CONPES, 2007).

Thoeni, Marshall & Campbell (2016) state that enterprises need to find management processes and techniques that allow them to achieve success, and different authors recognize that it is necessary to take adequate advantage of resources and capabilities available. How to get it and what to do to keep or increase a competitive position becomes a key topic for business management.

According to Vargo & Lusch (2014) and Sirvastava, Fahey & Christensen (2001), inimitability is higher in intangible than in tangible capabilities. In this sense, Slater & Narver (1995) consider innovation and organizational learning as capabilities that are difficult to imitate, besides, they are highlighted for their potential to generate other capabilities (Munuera et al., 2007).

Innovation is considered a critical factor for enterprises’ survival and success (Ramírez-Garzón and Pérez-Uribe, 2019; Formichella, 2005; Damanpour & Gopalakrishnan, 2001; Camelo, Romero and Valle, 2000; Rogers, 1983; Schumpeter, 1942), since innovative enterprises are more flexible, which allows them to learn and get better adapted to changes in the environment, to answer faster and better to changing needs of the society and therefore to get better results compared to those that are not (Miles & Snow, 1978; Drucker, 1985).