Developing business school/SMEs collaboration: the role of trust

Darabi, Fariba; Clark, Murray

doi:10.1108/13552551211239500

Cited by 22 publications

(35 citation statements)

References 46 publications

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“…Whilst the rationale case studies can be made on the basis that examining one single entity can result in gaining a deeper understanding of a phenomenon, published work on turnaround has been limited by a lack of comparative case study work. We see value in theorising about consistencies and differences across NGBs using a more analytical form of qualitative inquiry (Darabi & Clark, 2012;Dyer & Wilkins, 1991;Glaser, 1965).…”

Section: Methodsmentioning

confidence: 99%

No plan B: the achilles heel of high performance sport management

Bostock

Crowther

Ridley-Duff

et al. 2017

European Sport Management Quarterly

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Research question: The severity and immediacy of funding cuts to UK National Governing Bodies of Sport (NGBs), driven by the ‘No Compromise’ policy framework for Olympic funding, triggers a cyclical need for turnaround management. Adept strategies during times of considerable challenge is stark, yet literature investigating turnaround management within NGBs remains limited. Consequently, this paper examines two questions: how do NGBs respond to UK Sport funding cuts and how are their responses enabled or restricted by their organisational context?\ud Research methods: A case study methodology was used to develop in-depth insights into how three NGBs responded over a 12-month period of turnaround management. This was informed by 21 semistructured interviews with chief executives/presidents, performance managers/head coaches and elite athletes. The actions of the NGBs were analysed through a thematic analysis that made use of Boyne’s [2004. A ‘3Rs’ strategy for public service turnaround: Retrenchment, repositioning and reorganization. Public Money & Management, 24 (2), 97–103] 3 Rs of turnaround strategy.\ud Results and findings: The results highlight that NGBs’ turnaround strategies were constrained by extreme funding dependency and a prohibitive \ud institutional environment that led to states of flux and a focus on short-term operational survival. As a result, the measures taken undermined future success.\ud Implications: An embedded feature of the ‘No Compromise’ framework is severe funding cuts. This should be a significant theme in NGB strategy development. The evidence of this study is that NGBs do not prepare, nor react strategically, when faced with the prospect (or fact of) severe cuts. Consequently, the cases of turnaround management in this study signal the urgent need for further research into the impact of the ‘No Compromise’ framework on the management of NGBs

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Section: Methodsmentioning

confidence: 99%

No plan B: the achilles heel of high performance sport management

Bostock

Crowther

Ridley-Duff

et al. 2017

European Sport Management Quarterly

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“…Trust is recognized as a necessary element of effective collaboration, which influences the managerial approach [69]. Moreover, it has been confirmed that trust enables effective team collaboration [70,71]. Therefore, we assumed that trust is an essential factor that binds team members together and thus facilitates team effectiveness.…”

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confidence: 95%

HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation

Bulińska-Stangrecka

Bagieńska

2019

Sustainability

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Innovation fosters sustainable management and allows managers to achieve a competitive advantage. Understanding the mechanisms that explain innovation’s antecedents provides an important contribution to theory and practice. The purpose of this study was to assess the importance of human resources (HR) practices in developing trust-based cooperation, which facilitates organizational innovation. Using the foundation of the Shea and Guzzo model, the roles of HR mechanisms were investigated. This study analyzes how effective cooperation can increase innovation and how certain HR practices can help to nurture a trust-based work environment. The conceptual model was developed by drawing on social exchange theory (SET). An empirical analysis of the results of a survey conducted on telecommunications companies (n = 175) aimed to verify the conceptual model. Structural equation modeling was used to assess the data. The findings indicated that competency development opportunities, team interdependence, and group rewards were the most significant determinants of interpersonal trust. As a consequence, a trust-based team generates effective cooperation, and as a result organizational innovation is strengthened. This study was based on large-scale survey data and provides a comprehensive outlook on how to promote organizational innovation through HR practices. This is the first study linking HR practices with trust, collaboration, and innovation.

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“…The importance of enterprises and entrepreneurship for future development is undeniable considering that SMEs generally account for approximately 95% of a country's economy (Shaw and Allen, 2006). Therefore, the long-term objective of business schools has increasingly been to become more involved in regional economic and social development through closer business and industry collaboration, such as management and leadership education programs (Darabi and Murray, 2012). This has resulted in the changing role of the higher education sector.…”

Section: Management Education and Needs Of Smementioning

confidence: 99%

Entrepreneurial management education needs in the Republic of Croatia, Poland and the United Kingdom

Dabić

Vlajčić

Novák

2016

International Journal of Educational Management

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Purpose – The purpose of this paper is to take the emergence of the knowledge mobilization as an opportunity to develop an understanding of needs for catching up appropriate knowledge application in SMEs in the Republic of Croatia, Poland and the UK. It draws upon the “frame mobilization” literature, which illuminates the role that acts as interpretation play in instigating, promoting and legitimating collective action with aim to provide “quality entrepreneurial education”. Design/methodology/approach – A questionnaire survey based on a literature review built by Stimulating Learning for Ideas to Market (SLIM) project partner was employed to test the given perspective. A total of 380 businesses completed the survey from 12 to 20, November 2013. Participants have different profiles, act in diverse roles and industrial sectors. Identification of appropriate types of support, education, training and advice was made to recognize what small businesses need and can use to improve their operations. Findings – Empirical research evidence conducted among entrepreneurs, 213 were from Croatia, 100 were from Poland and 67 were from the UK, respectively. Results identified the nature of management education according SMEs’ needs to increase innovative activities and intellectual property adapting a more business-like approach, scanning the horizon and identifying new markets and opportunities for growth. It discussed the impacts of formal and informal ways of intellectual property protection in sales and exports market (SLIM) project partner was employed to test the given perspective. Research limitations/implications – Main limitation lay in unequal sample response among countries. However, results proofed very similar response in all questions among three countries even size, entrepreneurial development, GDP or historical background are highly different. Practical implications – Therefore, the original contribution of the paper lies in the authors’ empirical investigations into the current thinking and practice of existing entrepreneurs by suggesting some implications of this point, which should be of interest to all stakeholders who design courses in IP and who engage in social mobilization. Social implications – There are important organizational culture barriers with this target group, such as the emphasis on the need to publish and an unstable/unavailable IP budget. The integration of IP tools into curricula is an important step to improving the use of IP tools by future researchers. There is an indisputable case for integrating IP as an R & D output and increasing the valuation of IP for academic promotion. Originality/value – This paper illustrates the current challenges on SMEs’ educational needs and intellectual property rights carried out in among 380 entrepreneurs across the Republic of Croatia, the Republic of Poland and the UK. Most intriguing suggestion, perhaps, is that the role knowledge cooperation with universities may play as a breaking point to fully exploit SMEs’ innovative potential. Surprisingly, needs for establishing a classification of diverse IP-management and collaboration-management tools useful in university-enterprise collaborations, within a general context of IP and open innovation has not been recognized.

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Developing business school/SMEs collaboration: the role of trust

Cited by 22 publications

References 46 publications

No plan B: the achilles heel of high performance sport management

No plan B: the achilles heel of high performance sport management

HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation

Entrepreneurial management education needs in the Republic of Croatia, Poland and the United Kingdom

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