| Fluctuations in the global economy, transforming industries, and increased business bankruptcies have compelled the leaders of industrial organizations to focus on increasing organizational learning capacity. The problem studied was that a sound strategy for leaders of small and medium-sized enterprises (SMEs) to increase organizational learning did not exist. The qualitative multiple-case study referenced complexity leadership theory (CLT) to explore and identify strategies that increased organizational learning within the business acumen and subsequently aided SME leaders in sustaining economic competitive status. Data were collected through face-to-face interviews with twelve SME leaders representing four embedded case-study sites on the east and west coasts of the United States. The SME leaders were representative of the SME industrial manufacturing sector, which provides 86% of employment in the United States. The participants had no distinction between the tasks of establishing a strategic plan and implementing a tactical plan; and were responsible for financial sustainability, daily operations, and talent management. Analysis of data from the individual cases was followed by a cross-case synthesis, resulting in four themes (a) communication, (b) learning environment, (c) compensation, and (d) innovation. The study results revealed a strategy which utilized a flat-lined organizational structure to enable rapid, unembellished, and transparent communication, and cultivated an open learning environment. Expressive ideas were welcomed, innovation generated new product offerings, and market capabilities were expanded. SME leaders subsequently offered increased compensation and consequently talent was retained. The organizational structure, and the creation of open learning environments by the SME leaders promoted the emergence of complex adaptive systems. The study results provided a theoretical answer to the problem statement; met the intended purpose of the study; and contributed to the learning theory body of knowledge. The study advanced the knowledge base regarding how leaders of SME companies approach increasing organizational learning to sustain the business. CLT translated beyond the realm of education and contributed to increasing organizational learning in the industrial manufacturing sector. Future studies should be conducted to include the perspectives of the SME workforce. Additionally CLT should be examined in the services industries sector. |
