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- Hoekstra, Marike, et al.
(författare)
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Towards inter-organizational democracy? : Employee participation in the development of a network of small and medium sized enterprises
- 1997
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Ingår i: The 5th Annual International Conference on Post-compulsory Education and Training, Queensland, Australia. - Brisbane, Queensland : Griffith University. ; , s. 159-169
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- In this paper the authors present and discuss a new and important development in a network of Small and Medium-sized Enterprises (SMEs), that is the creation of a network of employees that will function in parallel and in interaction with the network of their managers. The meaning of trust and power will be highlighted as will the significance of both explicit and tacit knowledge. Finally, attention is drawn to this network structure as a form of inter-organisational democracy.
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- Lundberg, Max, 1965-, et al.
(författare)
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From practice to practice : On the development of a network of small and medium sized enterprises
- 1997
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Ingår i: Concepts and Transformation. - Amsterdam/Philadelphia : John Benjamin. - 1384-6639 .- 1569-9692. ; 2:1, s. 1-24
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Tidskriftsartikel (refereegranskat)abstract
- Small and medium sized enterprises are an important feature of the Swedish industrial infrastructure. The formation of collaborative networks is seen as an important means for dealing with a shortage of financial, technical and other resources. This article deals with the start up and development of two networks involving managers of small and medium sized enterprises (SMEs) and researchers from the Centre for Working Life Research and Development of Halmstad University. The striking features of the various phases of the development of the networks, as well as of those of the role of the researchers, are presented and discussed. Some important recent developments, such as connections between networks and community-based relationships, are also revealed.
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- Tell, Joakim, 1967-
(författare)
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Learning Networks : A metaphor for inter organisational development
- 1999
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Ingår i: The Babson Kaufmann Research Conference, Colombia, South Carolina, USA.
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- LEARNING NETWORKS—A METAPHOR FOR INTER-ORGANIZATIONAL DEVELOPMENT Joakim Tell, Halmstad University, Sweden Principal Topic I want to highlight the importance of external relations and the qualitative elements in dialogue for the development of SMEs, by using the metaphor of networks as a base for facilitating company development. I have, during a four years period, followed and studied inter organisational networks from “within,” and seen the possibilities of using networks (external relations) as a development tool. In this paper, I reflect over the process where different organisations meet and share knowledge and visions on how to work with development questions and emphasise the importance of external relations for both inter organisational and internal company development. Method The method used in this study is action research. In action research the question at issue is addressed by both researcher and the so called “researched,” the other (e.g. an organisation) who presents as well as represents the question. The research the learning, is in the joint action, which, if successful, will at the same time and in the same act a contribution to solving or clarifying practical problems as well as generate knowledge. Implications The implications drawn from this study is that external relations is an important complement in the development of SMEs, both on a personal level for the people taking part, but also on a company level. On a personal level, uncertainty reduction and changed values are examples on development, and on a company level, different intra/inter organisational development projects have been initiated. These relations have also proved to be an effective medium for sharing experience and enhancing mutual trust among the participants. It has particularly been effective in sharing tacit knowledge and creating new perspectives. In order to give representatives from SMEs a greater possibility to reflection, researchers from universities can work more closely with companies in the region and fill the roles necessary to facilitate these relations. I see that SMEs can use external relations as an alternative form of organisation for development, where a group of key persons from SMEs and universities form this ad hoc “development group,” to compensate for internal lack of resources. This closer co-operation between university and industry will also have a positive, long-term effect on the development of the region and the relations between university-industry.
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