Using ‘employee-led development’ to promote lifelong learning in SMEs: a research note

Holden, Rick; Smith, Vikki; Devins, Dave

doi:10.1080/13678860110071425

Cited by 8 publications

(6 citation statements)

References 7 publications

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“…This scenario is particularly relevant to the SME sector, where underutilisation of training is endemic (Holden et al, 2003;Matlay, 1999b;Westhead and Storey, 1997). Kitching and Blackburn's (2002) survey supports this position, whereby they found that 52% of SMEs felt no need to offer training and 48% noted supply-side reasons for not providing further training.…”

Section: The Experience Of Training In the Sme Sectormentioning

confidence: 98%

Evaluating the Impact of Different Training Methods on SME Business Performance

Jones

Beynon

Pickernell

et al. 2013

Environ Plann C Gov Policy

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With this study we evaluate the impact of diff erent training methods (TMs) on small and medium-enterprises' (SMEs') business performances, utilising a dataset of 3521. We consider the relationship between the satisfaction SMEs have towards their employees' training needs being met by a diverse range of TMs and the levels of impact the training has had on business performance. To investigate both the interdependence and dependence of satisfaction levels of training needs met with business performance, we undertake bivariate correlations and multivariate regression-type analyses (using Regression-type Classifi cation and Ranking Belief Simplex). The results presented off er novel insights into the relationships between TMs and business performance.

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Section: The Experience Of Training In the Sme Sectormentioning

confidence: 98%

Evaluating the Impact of Different Training Methods on SME Business Performance

Jones

Beynon

Pickernell

et al. 2013

Environ Plann C Gov Policy

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“…• The SME manufacturing sector alone in which this study is focused on, accounts for over 35% of the estimated combined turnover of UK businesses. • UK SMEs combined annual turnover is around £1 trillion (Holden et al, 2003).…”

Section: Smes and Their Role In Ukmentioning

confidence: 99%

Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study

Antony

Kumar

Labib³

2008

Journal of the Operational Research Society

124

103

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Approaches to business improvement have evolved and grown since the early 1900s and today the process focused, statistically driven Six Sigma methodology has been widely used by companies such as GE, Motorola, Honeywell, Bombardier, ABB, Sony, DuPont, American Express, Ford and many other companies in improving the business performance and optimizing the bottom-line benefits. Although Six Sigma business management strategy has been exploited by many world class organizations as mentioned above, there is still less documented evidence of its implementation in small and medium-sized enterprises (SMEs). This paper reports the key findings of a Six Sigma pilot survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics. The results of the study show that many of the SMEs are not aware of Six Sigma and do not have the resources to implement Six Sigma projects. It was also found that Lean Sigma was not generally popular among SMEs. Management involvement and participation, linking Six Sigma to customers and to business strategy are the most critical factors for the successful deployment of Six Sigma in SMEs.

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“…There is little evidence regarding how technology adoption happens in practice in SMEs and more specifically, the role of learning in the adoption process. What is clear is the notion that SMEs are reactive, do not plan or invest in formal training (Holden et al , 2003). This may be because formal training rarely meets the requirements of SMEs and is only considered if it is perceived to meet an important and immediate need (Anderson and Boocock, 2002).…”

Section: The Role Of Learning In Sme Technology Adoptionmentioning

confidence: 99%

Assessment of e‐business adoption in SMEs

Marasini

Ions

Munir³

2008

Journal of Manufacturing Technology Management

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PurposeInternet technologies are increasingly being adopted by UK businesses to facilitate collaboration, trade, learn, manage company business processes and deliver services. Most manufacturing small to medium enterprises (SMEs), who are low investors in the technology, have not benefited from its application. The purpose of this paper is to identify ways of removing the barriers for SMEs and the change approaches used by SMEs to implement internet and information technologies.Design/methodology/approachAn analysis of 32 companies assisted in the internet technology adoption initiative under government funding was carried out. Tailored ICT solutions were recommended and implemented. Information was collected before the start assistance and at the completion of 10 or 25 days of assistance to the companies. Each company case was analysed to generalise the findings. Two change models: classic three step change model and improvisational model were used to analyse the approaches taken by the SMEs in the adoption of ICTs.FindingsThe study suggests that SMEs tend to favour the improvisational model of technology adoption over the classic change model. The reasons might be the alignment of technology, the organisational context and the change model used.Practical implicationsThis study highlights that incremental change model is favoured by SMEs in adopt in ICT technology as a change process.Originality/valueAny initiative aimed at improving performance of SMEs in ICT adoption will benefit from the lessons learned from this study. Also, SMEs adopting change processes will also find the study valuable.

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Using ‘employee-led development’ to promote lifelong learning in SMEs: a research note

Cited by 8 publications

References 7 publications

Evaluating the Impact of Different Training Methods on SME Business Performance

Evaluating the Impact of Different Training Methods on SME Business Performance

Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study

Assessment of e‐business adoption in SMEs

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