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The purpose of this paper is to evaluate the European Regions for Innovative Productivity project that established Innovative Productivity Centres (IPCs) to assist SMEs in the North Sea Region of Europe to develop a process improvement capability. A conceptual framework explains how a process improvement methodology developed for large firms was adapted and shaped to meet the needs of SMEs.

A comparative case study of 23 SMEs within six European countries. A protocol was developed to collect financial and operational data. This was supplemented by observations, secondary data and field notes. An established research model was used to evaluate the effectiveness and impact of the process improvement interventions.

The intervention context and structure of the IPCs varied by country which shaped process improvement interventions at two levels: the country and the firm. During diffusion three process improvement variants emerged that were tailored to fit the local context. Developing a process improvement capability depended upon the availability of company resources, establishing KPIs and change agent support.

The research contributes to knowledge and theory on diffusion and institutionalization by examining how SMEs responded to institutional pressures by implementing process improvement practices in different ways. Heterogeneity of both the IPCs and the external change agents were the drivers in shaping the improvement practices.

The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely, technology management with soft systems methodology (SSM). The framework was developed through undertaking a customer concern management project within a manufacturing organisation.

Reviewing the literature on information systems management, the learning organisation, and systems theory a proposed synergy is found. The outcome of this synergy allows a number of methodologies to be identified that are argued as suitable for IS design. From these information system development (ISD) methodologies, SSM is expanded to incorporate the principles of the learning organisation and systems theory. The expanded SSM framework is applied in practice through a process of participatory action research.

The outcome of the practical work argues for a complete framework that joins the areas of research (SSM and technology management) and emphasises other thinking from the areas of systems theory and the “learning organisation”.

The paper concludes with a discussion on the advantages of joining soft systems with technology management but also the limitations created. Such limitations have been identified as moving from the soft, tacit issues of the design phases to the harder more structured aspects of technology implementation and management. A change in philosophy may restrict other issues from being explored. This issue needs to be focussed on in future research.

A framework has been developed that draws on the work of soft systems methodology (SSM) and a technology management process framework (TMPF) used in the area of technology management. By expanding the SSM model and joining it with the TMPF an attempt to give individuals and teams a practical tool to help design, implement, and manage IS with an emphasis on learning the framework promotes.

The framework provides advantages for academics, consultants and other practitioners and gives a central focus on what issues need to be accomplished more explicitly in order to undertake an ISD project.

Many tools exist to chart the progress of an organisation in its quest to become a learning organization or achieve organizational learning. Aims to expand a tool already developed to include learning organization conditions as they occur through dialogue between individuals within an organisation with an emphasis on social learning theory.

Literature relating to creating learning organizations as well as undertaking organizational learning is reviewed and critiqued. An argument for a tool in identifying learning activity functions as they take place through dialogue is presented along with the argument for expanding the tool to incorporate learning organization conditions that have been identified within the literature. The tool this work expands is the DISCOUNT scheme as developed by Pilkington. The paper closes with a discussion on justifying the use of the scheme and the future work that is to be undertaken.

Demonstrates that a tool can be expanded to take into account learning organization and organizational learning conditions and how they could be identified.

Individuals who use the tool need a number of hours practice to become familiar with the scheme and its structure.

A tool has been expanded to look at learning activities as they take place within an organisation. By identifying these activities, more successful approaches to learning may be encouraged by looking at an individual's behaviour, personal and cognitive factors and the environment as is stated to apply when viewed through social learning theory.

This paper offers a practical tool that can be used on dialogue and other speech acts to look at learning activities within organizations with a specific focus on organizations wanting to improve organizational learning or try to create learning organizations.

The purpose of this paper is to examine a bold and ambitious scheme known as the North East transformation system (NETS). The principal aim of the NETS is the achievement of a step-change in the quality of health services delivered to people living in the North East region of England. The paper charts the origins of the NETS and its early journey before describing what happened to it when the UK coalition government published its proposals for unexpected major structural change in the NHS. This had a profound impact on the leadership and direction of the NETS and resulted in it taking a different direction from that intended.

The research design took the form of a mixed methods, longitudinal 3.5-year study aimed at exploring transformational change in terms of content, context, process and outcomes. The sample of study sites comprised 14 NHS trusts in the North East region chosen to provide geographical coverage of the area and to reflect the scale, scope and variety of the bodies that formed part of the NETS programme. The qualitative component of the research, which the paper draws upon, included 68 semi-structured interviews, observational studies and focus groups. Data analysis made use of both deductive and inductive frameworks. The deductive framework adopted was Pettigrew et al.’s “receptive contexts for change” and four of the eight factors stood out as especially important and form the basis of the paper.

The fate of the NETS was shaped and influenced by the eight factors comprising the Pettigrew et al. receptive contexts for change framework but four factors in particular stood out as being especially significant: environmental pressure, quality and coherence of policy, key people leading change, supportive organisational culture. Perhaps the most significant lesson from the NETS is that achieving whole systems change is particularly vulnerable to the vicissitudes of politics especially where that system, like the UK NHS, is itself subject to those very same pressures. Yet, despite having an enormous influence on health policy, the political context is frequently avoided in research or not regarded as instrumental in determining the outcomes in respect of transformational change.

The chief limitation is the credibility and authenticity of the interviews captured at particular points in time. These formed the datebase for subsequent analysis. The authors sought to guard against possible bias by supplementing interviews with observational studies and focus groups as well as running two dissemination events at which emerging findings from the study were subjected to independent external scrutiny and comment. These events provided a form of validation for the key study findings.

The research findings demonstrate the importance of context for the likely outcome and success of complex transformational change initiatives. These require time to become embedded and demonstrate results especially when focused on changing culture and behaviour. But, in practice, allowing sufficient time during which the organisation may remain sufficiently stable to allow the change intervention to run its course and become embedded and sustainable is highly problematic. The consequence is that bold and ambitious efforts like the NETS are not given the space and stability to prove themselves. Too often, politics and external environmental pressures intrude in ways that may prove dysfunctional and negative.

Unless a different approach to transformational change and its leadership and management is adopted, then changing the NHS to enable it to appear more responsive to changing health care needs and expectations will remain a cause for concern. Ultimately the public will be the losers if the NHS remains insensitive to changing needs and expectations. The patient experience was at the centre of the NETS programme.

The study is original insofar as no other has sought to evaluate the NETS independently and over a reasonable time period. The research design, based on a mixed-methods approach, is unusual in evaluations of this nature. The study’s conclusions are not so original but their value lies in largely confirming and reinforcing the findings from other studies. It perhaps goes further in stressing the impact of politics on health policy and the negative consequences of constant organisational change on attempts to achieve deep change in the way the NHS is organised and led.

Systemic risk has been a cause of concern for the bank regulatory authorities worldwide since the global financial crisis. This study aims to identify systemically important banks (SIBs) in India by using SRISK to measure the expected capital shortfall of banks in a systemic event. The sample size comprises a balanced data set of 31 listed Indian commercial banks from 2006 to 2019.

In this study, the authors have used SRISK to identify banks that have a maximum contribution to the systemic risk of the Indian banking sector. Leverage, size and long-run marginal expected shortfall (LRMES) are used to compute SRISK. Forward-looking LRMES is computed using the GJR-GARCH-dynamic conditional correlation methodology for early prediction of a bank’s contribution to systemic risk.

This study finds that public sector banks are more vulnerable to macroeconomic shocks owing to their capital inadequacy vis-à-vis the private sector banks. This study also emphasizes that size should not be used as a standalone factor to assess the systemic importance of a bank.

Systemic risk has attracted a lot of research interest; however, it is largely limited to the developed nations. This paper fills an important research gap in banking literature about the identification of SIBs in an emerging economy, India. As SRISK uses both balance sheet and market-based information, it can be used to complement the existing methodology used by the Reserve Bank of India to identify SIBs.

Using a sample of some 300 small independent businesses, drawn from Central London, the paper examines how entrepreneurial behaviour affects business performance. It is argued that small businesses motivated by a desire to grow in terms of sales and/or employees and to survive in a dynamic and competitive environment need to be innovative. However, to what extent they will innovate successfully depends on their capacity to plan ahead, their capacity to innovate and their willingness to take risk. It is shown that entrepreneurial businesses are characterised by these competencies that allow them to innovate and thus develop and grow successfully. Not surprisingly, not all small businesses are equipped with these three competencies owing to their diverse array of strengths and weaknesses arising from the diversity in the managerial motives and aspirations of entrepreneurship. These results highlight the importance of the capacity to innovate and the capacity to plan ahead as strong predictors of small businesses’ performance.

This paper provides an overview of the main results of a Department of Health‐funded research project which investigated the quality and costs of residential supports for people with learning disabilities. The main findings were that the adjusted costs of community‐based supports were higher than residential campuses and village communities; within community‐based provision there were no statistically significant differences between the adjusted costs of supported living, small group homes and group homes for 4‐6 people; community‐based provision and village communities offered better care than residential campuses; there appeared to be distinct benefits associated with community‐based provision and village communities; within community‐based provision there were benefits associated with smaller size and supported living arrangements.

The emergence of the global economy between the late 1970s and the late 1980s, with its concomitant intensification of competitive pressures, has been accompanied by a search for appropriate objectives, policies and mechanisms for developing private enterprise in the UK. The current UK Government has attempted to accommodate the varied local needs of the private business sector, and the need for support by public authority, by creating the Training and Enterprise Council (TEC) network. This offers a devolved management structure for the delivery of enterprise support and training services and a means of creating public‐private partnerships in the stimulation of local economic growth. An overall view is given of this initiative, based on an appreciation of the critical interactions between central government, the TECs, private sector organizations and representative forums for local business. Drawing on current theories of governance to suit the new conditions of the 1990s, a contribution is made to discussions of the evolution of public policy and its effect on the development of a healthy and vigorous private enterprise sector.

This paper reports the findings of in‐depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors’ own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.