Embedding financial literacy as an organisational learning capability in SMEs: a development and learning perspective

Purpose This viewpoint elucidates how small and medium-sized enterprises (SMEs) can convert financial literacy from an individual skill into an organizational learning capability. It concentrates on internal development strategies led by organizational actors to embed financial competencies into routine practice. Design/methodology/approach Drawing on organizational learning theory and recent empirical work on SMEs financial literacy, the viewpoint distils evidence into a five-step action framework that links leadership practice, learning design, and workplace culture. Findings The five-stage framework illustrates how SMEs can evolve from basic financial awareness to strategic financial agility by progressively institutionalizing financial learning. Practices such as narrative formation, participatory dashboard designs, and alignment of financial competence with decision authority can foster single and double-loop learning. Research implications/limitations Future studies should focus on interventional studies to uncover the extent to which the inclusion of financial literacy programs in SMEs can be turned into organizational learning capability. Practical implications This viewpoint presents the phased implementation model consisting of five actionable steps, assisting SMEs to become more resilient. Originality/value By framing financial mastery as an internal capability, this viewpoint presents the theoretically grounded and practitioner-oriented blueprint for embedding financial literacy in organizational life.