Managerial learning and development in small firms: implications based on observations of managerial

In this study we set out to examine the conditions for managerial learning in small firms and the implications it gives for how to facilitate and support work-based management development in this context. Empirically, we conduct structured observations of the daily work activities performed by small business managers. A framework based on experiential learning theory is developed and used as an analytical tool to assess the extent to which these work activities provide them with opportunities for work-based learning and development. In short, the results show that small business managers experience a fragmented working day with frequent and different forms of interruptions and unexpected problems during the course of their working day. These interruptions and unexpected problems are something that leaves little time for engaging in reflective observation to effectively learn from their daily work practices. We discuss the implications of our results for theory and research on managerial learning in small firms as well as for the design of university-led management development programs aimed at supporting the experiential learning process of small business managers.academic Experiential learning; managerial learning; managerial work; management development; small firms; structured observations

University professors and research commercialization: An empirical test of the “knowledge corridor” thesis

There has been an increasing interest in the determinants and outcomes of successful technology transfer and commercialization of research results. In this study we test the validity of the “knowledge corridor” thesis for explaining the involvement of university professors’ in the early stages of research commercialization. Statistical analysis on a sample of 86 respondents from engineering, natural science and medical faculties in a large Swedish university shows that both entrepreneurial and private industry experience significantly influence their ability to spot and generate business ideas in their research. Moreover, we find that research based business idea generation increase at a faster rate for professors with private sector work experience who have more time for research in their positions. The article ends with a discussion of our empirical findings together with its implications for support activities related to technology transfer and commercialization of research results.academic entrepreneurship; knowledge corridor; research commercialization

Challenges facing small-firm managers in growing manufacturing firms

Purpose The purpose of this article is to better understand the management challenges facing managers in small growing firms. Design/methodology/approach Empirical data have been collected in Sweden through structured observations (approx. 20,000 min) of the working days of six top managers in fast- and six managers in slow-growing small manufacturing firms in order to compare managerial behaviour in two different contexts. Findings Managers in small firms are engaged in many different activities, but a small number of activities tend to take up the majority of the managers’ time. These activities can be classified as either operational or administrative. There are notably small differences (both in variance and differentiation) between the behaviours of managers in fast- and slow-growing firms; actually, there are more similarities than differences. There is also surprisingly little time spent by the managers on strategic work, even in the group of fast-growing firms. This might explain why growth and innovation in many cases come to a halt or even decline in these firms and represents such a challenge for the managers when they do not prioritize strategic work. Originality/value The study shows that managerial work in small firms is characterized by a generic behaviour and that the managers mainly use a habitual and limited behavioural repertoire. Many managers have difficulties in changing their mainly operational and administrative behaviour and thus the underlying strategy of the firm. They are ‘stuck’ in a path-dependency mindset, even though the development of the firm might require another strategy taken by the manager, as a response to meet environmental demands. © 2015 Tel

Barriers to Business Model Innovation in Swedish Agriculture

Abstract: Swedish agricultural companies, especially small farms, are struggling to be profitable in difficult economic times. It is a challenge for Swedish farmers to compete with imported products on prices. The agricultural industry, however, supports the view that through business model innovation, farms can increase their competitive advantage. This paper identifies and describes some of the barriers Swedish small farms encounter when they consider business model innovation. A qualitative approach is used in the study. Agriculture business consultants were interviewed. In a focus group led by the researchers, farmers discussed business model innovation, including the exogenous and endogenous barriers to such innovation. The paper concludes many barriers exist when farmers consider innovation of agricultural business models. Some barriers are caused by human factors, such as individuals' attitudes, histories, and traditions. Other barriers are more contextual in nature and relate to a particular industry or company setting. Still other barriers, such as government regulations, value chain position, and weather, are more abstract. All barriers, however, merit attention when Swedish agricultural companies develop new business models

Organising University-Led Learning Networks Among Small-Enterprise Managers

This thesis elaborates upon the use of a university-led approach to facilitated learning through organised networks of small-enterprise managers and researchers. The opportunity for universities to take on an interactive role in initiating development processes, and even regional change in a wider respect, has been explored through an action research (AR) approach. One of the aims of the University-Led Learning Network (ULLN) is to develop the knowledge and managerial skills required by small-enterprise managers in order to cope better with an economic and social reality that is difficult to survey and to predict. This was done through the ongoing review and evaluation of actions carried out within as well as between the participating companies. Different management perspectives were scrutinised in an environment of close co-operation, with the intention of generating new ideas for action. ULLN is also an approach that enables the university to fulfil the task of co-operating with the external world, which in Sweden is referred to as "the third task", and to reach out to small enterprises, creating a common learning partnership. Earlier studies of networks focusing on an exchange of knowledge and learning demonstrate, above all, the power of innovation that come from a close relationship between companies and universities and the importance of dialogue. The analysis of this study shows similar results. However, there has in the past been a lack of long-term studies which monitored and investigated the effects of co-operation from within. This study aims to rectify that deficiency. In this thesis, it is argued that ULLN has unique advantages, such as the initiation and support of important processes of change, which are not equally matched by other approaches, such as those which depend on consultants, traditional education or purely industrial networks. ULLN should therefore be seen as an important complement to the development support structure for managers of small traditional manufacturing enterprises. This study contributes an understanding of the process of organising these networks, and an analysis of the type of learning developed through such lengthy co-operation over six years. The results of the study can be divided into three categories, namely: - 1. Implications of organising ULLNs for universities and researchers, by providing an understanding of the advantages of using the university as a platform for initiating development processes for small-enterprise managers in networks. Considerable knowledge and experience were gained during the study of the organisational requirements of continuous development processes, in order to generate and extend learning between small-enterprise managers and university representatives in a ULLN. Results from the study acknowledge the importance of the university adopting different roles during the process, in order to build the trust and commitment necessary for facilitating innovative and creative dialogue within the networks. Another important point that is highlighted in the study is the importance of the university and small traditional manufacturing enterprises meeting halfway in interdependent relations. For the university, this means taking on new roles, and for the small companies, a willingness to learn and to co-operate with other companies and organisations in networks rather than acting alone. This type of close interaction with companies gives university representatives a better knowledge base of small traditional manufacturing enterprises (which make up the majority of the small-business community in Sweden) and their special needs, which in turn contributes to a deeper understanding and makes it possible for the university to introduce research projects that are more relevant and draw small enterprises into a co-operative partnership with the university. The networks are a way of increasing mutual knowledge processes by enabling managers and researchers to examine a variety of development issues and solutions in the company of others who have different frames of reference and perspectives. - 2. A description of the effects of the ULLN in the participating companies in terms of development projects initiated. The thesis further supports the conclusion that learning in small enterprises is stimulated by interaction with other organisations. New ideas and the inspiration for development work are created in meetings between different actors. As a result of this partnership, projects have been developed internally within individual companies and between the participating companies - for instance in issues related to IT, improved working practices, employee exchanges, ISO 14 001, and so on. Practical lessons have been learnt about different ways of handling various company-related problems, as well as theoretical knowledge about the processes of change themselves. Thus the ULLNs have both initiated important changes and acted as a bridge between the university and SMEs during development work. Through this medium, the university has been able to establish links even with the traditional manufacturing small-enterprise community. - 3. A description and analysis of the learning process that is created by using the network concept as a development tool. The trustful relationships established between managers and researchers have proved to be an effective medium for sharing experience and enhancing mutual learning. It has been particularly effective in providing a basis for the sharing of explicit and tacit knowledge that is required to support the implementation of different development projects. The ULLN approach has also facilitated a more reflective type of learning (double-loop learning) and created new management perspectives, which have inspired further development. Managers have also become more "secure" in their management role (as a result of the frank and confidential dialogue with different actors in and through the network) and have, for example, experienced a greater ease in delegating and contributing to the empowerment of their employees

Designing management training using a learning network approach

In academic literature there are many references to empirical research about collaborations between companies and Higher Education Institutions (HEIs) in different network constellations in order to create change and development. However, when reading about all these different collaborations, it becomes obvious that the organising principles and under which conditions networks are effective to use as a development method are not clearly identified. In order to understand this complex area in a better way, I propose that researchers first need to understand the day‐to‐day work of managers and the issues they are confronted with in order to use a network approach as a transformation process that enables learning, in order to design a HEI‐based management training programme that supports action and therefore enables change. Another point of departure in this article is that, when using a learning network approach to design a management training programme, it is important to communicate and make different dimensions of learning very clear. Traditionally, it is often the cognitive (know how) and the social knowledge (know who) that is in focus when using a network perspective to work with management development. What I want to draw attention to in this article is that the psychodynamic knowledge (know myself), which creates self‐confidence and the courage/motivation to work with and try out new ideas, is important if change is to be reached. Also, this will create learning, not only at an individual level, but also at an organisational level, when knowledge is made clear through action (trial and error)

Organising University-Led Learning Networks Among Small-Enterprise Managers

This thesis elaborates upon the use of a university-led approach to facilitated learning through organised networks of small-enterprise managers and researchers. The opportunity for universities to take on an interactive role in initiating development processes, and even regional change in a wider respect, has been explored through an action research (AR) approach. One of the aims of the University-Led Learning Network (ULLN) is to develop the knowledge and managerial skills required by small-enterprise managers in order to cope better with an economic and social reality that is difficult to survey and to predict. This was done through the ongoing review and evaluation of actions carried out within as well as between the participating companies. Different management perspectives were scrutinised in an environment of close co-operation, with the intention of generating new ideas for action. ULLN is also an approach that enables the university to fulfil the task of co-operating with the external world, which in Sweden is referred to as "the third task", and to reach out to small enterprises, creating a common learning partnership. Earlier studies of networks focusing on an exchange of knowledge and learning demonstrate, above all, the power of innovation that come from a close relationship between companies and universities and the importance of dialogue. The analysis of this study shows similar results. However, there has in the past been a lack of long-term studies which monitored and investigated the effects of co-operation from within. This study aims to rectify that deficiency. In this thesis, it is argued that ULLN has unique advantages, such as the initiation and support of important processes of change, which are not equally matched by other approaches, such as those which depend on consultants, traditional education or purely industrial networks. ULLN should therefore be seen as an important complement to the development support structure for managers of small traditional manufacturing enterprises. This study contributes an understanding of the process of organising these networks, and an analysis of the type of learning developed through such lengthy co-operation over six years. The results of the study can be divided into three categories, namely: - 1. Implications of organising ULLNs for universities and researchers, by providing an understanding of the advantages of using the university as a platform for initiating development processes for small-enterprise managers in networks. Considerable knowledge and experience were gained during the study of the organisational requirements of continuous development processes, in order to generate and extend learning between small-enterprise managers and university representatives in a ULLN. Results from the study acknowledge the importance of the university adopting different roles during the process, in order to build the trust and commitment necessary for facilitating innovative and creative dialogue within the networks. Another important point that is highlighted in the study is the importance of the university and small traditional manufacturing enterprises meeting halfway in interdependent relations. For the university, this means taking on new roles, and for the small companies, a willingness to learn and to co-operate with other companies and organisations in networks rather than acting alone. This type of close interaction with companies gives university representatives a better knowledge base of small traditional manufacturing enterprises (which make up the majority of the small-business community in Sweden) and their special needs, which in turn contributes to a deeper understanding and makes it possible for the university to introduce research projects that are more relevant and draw small enterprises into a co-operative partnership with the university. The networks are a way of increasing mutual knowledge processes by enabling managers and researchers to examine a variety of development issues and solutions in the company of others who have different frames of reference and perspectives. - 2. A description of the effects of the ULLN in the participating companies in terms of development projects initiated. The thesis further supports the conclusion that learning in small enterprises is stimulated by interaction with other organisations. New ideas and the inspiration for development work are created in meetings between different actors. As a result of this partnership, projects have been developed internally within individual companies and between the participating companies - for instance in issues related to IT, improved working practices, employee exchanges, ISO 14 001, and so on. Practical lessons have been learnt about different ways of handling various company-related problems, as well as theoretical knowledge about the processes of change themselves. Thus the ULLNs have both initiated important changes and acted as a bridge between the university and SMEs during development work. Through this medium, the university has been able to establish links even with the traditional manufacturing small-enterprise community. - 3. A description and analysis of the learning process that is created by using the network concept as a development tool. The trustful relationships established between managers and researchers have proved to be an effective medium for sharing experience and enhancing mutual learning. It has been particularly effective in providing a basis for the sharing of explicit and tacit knowledge that is required to support the implementation of different development projects. The ULLN approach has also facilitated a more reflective type of learning (double-loop learning) and created new management perspectives, which have inspired further development. Managers have also become more "secure" in their management role (as a result of the frank and confidential dialogue with different actors in and through the network) and have, for example, experienced a greater ease in delegating and contributing to the empowerment of their employees

Elderly people´s usage of digital health careservices

During the pandemic the elderly were a vulnerable group with higher risk of gettingseriously sick when exposed to the corona virus. To limit their physical interaction with people, and limit the risk of infection, digital health care could be a good complement to the physical health care. This paper aims to create a better understanding for how the elderly people are using digital health care and how we can change the technology behind the services to make it easier for them to understand and use it. By using semi-structured interviews with five participants in the age between 62-82 it was discovered that the technology was not a barrier for them. The reason they did not choose digitalhealth care in most cases when seeking treatment was because they preferred the face-to-face interaction with professionals. The participants did not have any obstacles regarding the technology to seek digital health care. This paper sheds light on the importance of these types of studies since it was hard to get participants since not many have ever tried seeking digital health care. Further studies are needed to better understand the elderly people´s use of digital health care and how the technology can be improved

Elderly people´s usage of digital health careservices

During the pandemic the elderly were a vulnerable group with higher risk of gettingseriously sick when exposed to the corona virus. To limit their physical interaction with people, and limit the risk of infection, digital health care could be a good complement to the physical health care. This paper aims to create a better understanding for how the elderly people are using digital health care and how we can change the technology behind the services to make it easier for them to understand and use it. By using semi-structured interviews with five participants in the age between 62-82 it was discovered that the technology was not a barrier for them. The reason they did not choose digitalhealth care in most cases when seeking treatment was because they preferred the face-to-face interaction with professionals. The participants did not have any obstacles regarding the technology to seek digital health care. This paper sheds light on the importance of these types of studies since it was hard to get participants since not many have ever tried seeking digital health care. Further studies are needed to better understand the elderly people´s use of digital health care and how the technology can be improved