Education and Training for Innovation in SMEs: A Tale of Exploitation

Macdonald, Stuart; Anderson, Paul B.; Assimakopoulos, Dimitris

doi:10.4337/9781848441415.00027

Cited by 22 publications

(29 citation statements)

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“…These findings are in line with what would be expected from the emerging literature on training in SMEs (Chirico, 2008;Macdonald et al, 2007).…”

Section: Training In Thai Smessupporting

confidence: 91%

“…This fits with other reports that managers of SMEs are busy dealing with pressing day-to-day matters and this hectic situation doesn't allow time to step back and consider wider or longer term issues. Managers may want to increase members' Training in Thai SMEs skills and knowledge but find it hard to spare time during work due to concerns about lost output and training costs (Craven and McNulty, 1994;Kotey and Sheridan, 2004;Macdonald et al, 2007).…”

Section: Training In Thai Smesmentioning

confidence: 99%

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Training in Thai SMEs

Thassanabanjong

Miller

Marchant

2009

Journal of Small Business and Enterprise Development

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to profile Thai small-medium enterprises (SMEs) and fill a research gap about their investment in training and approaches to training. Design/method/approach -The paper uses a quantitative, descriptive design with a drop-off survey among 438 SMEs in Thailand. Findings -The study reveals a relatively young, highly-educated cohort of SME owner/managers, with greater business longevity than other countries. They do not invest a great deal of time or money in training and prefer informal, unstructured on-the-job (OTJ) training. Most SMEs train a few or none of their members for two hours a week and thus are "low" or "tactical" trainers. However there are some "strategic" trainers particularly in contemporary industries such as IT and services as well as larger and higher-earning SMEs.Research limitations -The study focuses on urban Thai SMEs and thus may not represent rural or regional areas, or SMEs in other countries. The quantitative approach does not explain why investment in training was relatively low. Originality/value -This is the first systematic study, to the best of the authors' knowledge, dealing with training in Thai SMEs. This paper encourages debate on the presumed universality of training and argues that academics need to "go back to basics" to understand training in family run SMEs, particularly in developing nations such as Thailand, and to recognise the utility of OTJ training in this context.

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“…These findings are in line with what would be expected from the emerging literature on training in SMEs (Chirico, 2008;Macdonald et al, 2007).…”

Section: Training In Thai Smessupporting

confidence: 91%

Section: Training In Thai Smesmentioning

confidence: 99%

Training in Thai SMEs

Thassanabanjong

Miller

Marchant

2009

Journal of Small Business and Enterprise Development

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“…Training and education: Macdonald, Assimakopoulos and Anderson (2007) focus on the provision of education and training for SMEs. They tried to connect higher education and training for SMEs employees with the resources that are necessary for innovation.…”

Section: Different Academic Papers Analysed and Investigated Differenmentioning

confidence: 99%

A model for effective planning of SME support services

Rakićević

Omerbegović-Bijelović

Lečić-Cvetković

2016

Evaluation and Program Planning

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“…Training stimulates thinking and helps to evaluate or compare existing systems with the new developments, this thinking breaks all mindsets and give new dimension to as creative thinking. Organizations must dig out the training necessity in the requisite areas and should develop training programme for different levels of employees to develop confidence and expertise of the employees which will lead to creativity and innovation (Macdonald, Anderson, & Assimakopoulos, 2006). Hence to think innovatively and out of the box employees must be give training.…”

Section: Training Of Employeesmentioning

confidence: 99%

The Comprehensive Approach for Creativity and Innovation—Enhancement and Sustainability in Social Enterprises

Pahurkar¹

2014

JMS

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There have been various researches carried out to study the innovation management in different organizations. Most of these researches are to find out the effect of single variable and its relation with organizational innovation. There are few studies which are having more than one or two variable leading to innovations. This paper tries to find out the maximum number of factors influencing the innovations in the organization. Under this research various past studies are investigated to find out the most comprehensive theoretical model for innovation enhancement. The proposed model is flexible enough to accommodate or adjust the consideration of factors leading to innovation. An organization can adjust it according to its compatibility. Here under in this whole paper the term organization is referred for social enterprise.

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Education and Training for Innovation in SMEs: A Tale of Exploitation

Cited by 22 publications

References 0 publications

Training in Thai SMEs

Training in Thai SMEs

A model for effective planning of SME support services

The Comprehensive Approach for Creativity and Innovation—Enhancement and Sustainability in Social Enterprises

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