From adaptive to generative learning in small and medium enterprises-a network perspective

Organizational learning has been playing an important role for competitive advantages for the organization. Managing learning and change in the unique context of small and medium enterprises (SMEs) can obtain benefits from network alliance. The paper seeks to draw attention to learning approaches from adaptive learning to generative learning in a SME in the context of asymmetric learning relationship. A qualitative research is conducted on a towing company of Taiwan with 14 in-depth interviews on persons of strategic alliances. This study discusses an asymmetric learning relationship where a large enterprise dominates the central place of the network, decides the learning policies and practices and guides learning involving adaptive and generative learning. This case of the SME assumes adaptive learning to ensure the development of network capability and adopts generative learning through communication channels and resources provided by the central firm. The outcomes of generative learning are the enhancement of absorptive capacity, the transfer of knowledge, shared identities, and shared contextual understanding in the towing industry. Though acquiring generative learning development, the case of the SME gets a competitive advantage but chooses to stay small and to be a business owner. This situation meets the psychological needs of the Chinese people

Performance measurement: roles and challenges

Purpose – The purpose of this paper is to identify the past and present practices, and the future roles of performance measurement in the Thai public sector. It is part of a transformation effort initiated by the Office of the Public Sector Development Commission (OPDC) on m-government – more mobile, responsive, and flexible government. The paper also aims to identify possible roadblocks from successfully integrating performance measurement into a management process. Design/methodology/approach – In-depth interviews with 12 executives and top administrators from private firms and public agencies, and document reviews are performed. The analysis on the participants\u27 opinions is based on the applications of the grounded theory. The interview\u27s findings are verified with document reviews. The roadblocks are identified and substantiated by two experts. Findings – For past and present practices, performance measurement is part of management tool and responsibility, a quality management system, and a learning organization. Its future viewpoints include a driver towards good governance, transparency, and accountability, and a success factor of performance audit and organizational competency/capability. Four important roadblocks in implementing performance measurement in an organization relate to staff empowerment, budgeting, external knowledge, and linkage with software usages. Practical implications – The findings provide important information into the OPDC\u27s planning process on its m-government transformation initiative. Originality/value – The paper attempts to blend knowledge on performance measurement from both the private and public sectors. It highlights the greater roles and expectations on performance measurement in an organization

Learning about design and development:the roles of industrial design and concurrent engineering

Abstract This research examines a design and development process for Small and Medium Enterprises (SMEs). SMEs have to perform this process well for business success. The study tackles the confusion over the roles of Industrial Design (ID) within this process. This confusion potentially hinders SMEs| long-term competitiveness. The study is part of the Concurrent Design in Networks (CODENET) project in Finland, which focuses on improving ID in design and development. A total of six case companies from the Oulu region are observed and studied. The findings show that the confusion highlights various perceived roles of ID, a lack of interaction and two-way communication, external design sources, etc. In an attempt to address these problems, a practical framework, derived from Concurrent Engineering (CE), is jointly proposed to case companies. This framework stresses the importance of working together across functional units within and outside an SME. It should be recognised that this framework is mainly for business-to-business circumstances