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Article
Publication date: 8 January 2021

Steven Tam and David E. Gray

This study examines employees' learning preferences in small and medium-sized enterprises (SMEs) at different life-cycle stages.

384

Abstract

Purpose

This study examines employees' learning preferences in small and medium-sized enterprises (SMEs) at different life-cycle stages.

Design/methodology/approach

The study has two phases. Phase I classified a sample of 30 Hong Kong SMEs into three different life-cycle stages (inception, high growth or maturity). Phase II then explored/compared their employees' learning practices in terms of importance using a mixed-method design through an online learning questionnaire followed by face-to-face semi-structured interviews.

Findings

Based on a list of 32 learning practices common to SME workplaces, the study identified how SME employees perceive the importance of a learning practice. The top 5 and the bottom 5 learning practices in SMEs across life-cycle stages are presented to promote best interests for SME executives.

Research limitations/implications

While SME learning is highly varied, this study sheds light on some traceable context about it as an SME grows. Similar studies with additional SMEs, including SMEs in other locations, are encouraged to strengthen the findings.

Practical implications

The findings help SME executives understand what learning practices are most important (or least important) for their employees, given the life-cycle stage of the firm. Aligning a business with employees' learning preferences in a timely fashion is a managerial decision to be made for driving organizational effectiveness.

Originality/value

It is among the first studies connecting employee learning in SMEs and organizational life cycle to address a critical but missing inquiry.

Details

Journal of Strategy and Management, vol. 14 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

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Article
Publication date: 1 April 1977

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that…

432

Abstract

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.

Details

Library Review, vol. 26 no. 4
Type: Research Article
ISSN: 0024-2535

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Article
Publication date: 16 July 2019

David Gray, Erik De Haan and Sally Bonneywell

Gender differences in leadership and issues around differential progression of male and female leaders are receiving more attention in the fields of human resource and leadership…

1860

Abstract

Purpose

Gender differences in leadership and issues around differential progression of male and female leaders are receiving more attention in the fields of human resource and leadership development. However, little is known about how interventions designed to support female leaders are being experienced within real-world contexts of global organizations. There is limited research and discussion on how such interventions are experienced at a more systemic level. This study aims to contribute at this very level.

Design/methodology/approach

This study reports on a predominantly coaching-based development program that was designed to further the careers of female leaders within a complex multi-national organization. The study was conducted in a large, global health-care corporation employing 100,000 people based in over 120 countries. The qualitative research design for this study was exploratory, involving a reflexive process at each of the two stages.

Findings

The findings from this qualitative research take the debate on “the gendered organization” further by including the voices of female leaders. They demonstrate that whilst theoretically the concept of the “ideal worker” may inhibit progression, this is not necessarily a barrier to career advancement. Coaching, both individual and group, is shown to have a powerful effect on promoting reflection, self-confidence and focus.

Research limitations/implications

There are two research limitations. While confidentiality was promised, the responses of some interviewees were nevertheless still guarded. Other limitations relate to the extent to which this study can be generalized to other contexts, as it was conducted inside a single global corporation.

Originality/value

The study addresses the complex and urgent topic of differential progression and makes a broader contribution by offering a systemic perspective on gender and development in global organizations.

Details

European Journal of Training and Development, vol. 43 no. 7/8
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 4 January 2016

Steven Tam and David E Gray

The purpose of this study is to relate the practice of organisational learning in small- and medium-sized enterprises (SMEs) to the organisational life cycle (OLC)…

6712

Abstract

Purpose

The purpose of this study is to relate the practice of organisational learning in small- and medium-sized enterprises (SMEs) to the organisational life cycle (OLC), contextualising the differential aspects of an integrated relationship between them.

Design/methodology/approach

It is a mixed-method study with two consecutive phases. In Phase I, 30 Hong Kong SMEs identified through theoretical sampling were classified into three life-cycle stages – inception, high growth and maturity. In Phase II, their employees’ learning practices (grouped by learning levels) were statistically compared using the analysis of variance and then followed up for confirmation with qualitative semi-structured interviews.

Findings

This study uniquely suggests the nature of a relationship between SME organisational learning and the OLC. Empirical results show that three of the four learning levels (individual, group, organisational and inter-organisational) practised in SMEs are varied in importance between life-cycle stages.

Research limitations/implications

Comparative studies are encouraged in other parts of the world to strengthen the findings – with either SMEs or large organisations.

Practical implications

The study informs SME owner/managers about what is important for employee learning at different business stages so that appropriate learning strategies or human resource development policies can be formulated in a timely fashion to promote competitiveness.

Originality/value

It is among the first studies to connect SME learning with organisational growth. The relationships found serve as a sound foundation for further empirical investigations.

Details

European Journal of Training and Development, vol. 40 no. 1
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 15 August 2016

Steven Tam and David E Gray

– The purpose of this paper is to explore how employees in small and medium-sized enterprises (SMEs) practise and view workplace learning at three different life-cycle stages.

2174

Abstract

Purpose

The purpose of this paper is to explore how employees in small and medium-sized enterprises (SMEs) practise and view workplace learning at three different life-cycle stages.

Design/methodology/approach

It is a qualitative study using a sample of 30 Hong Kong SMEs classified into inception, high-growth or maturity stage, from which firms in each stage were randomly selected and interviewed until data saturation was reached. Snowball sampling was adopted during interviews and data were examined through thematic analysis.

Findings

Consistent themes (patterns) from 134 semi-structured interviews are identified, addressing both similarities and differences in the nature of the practice of workplace learning in SMEs between life-cycle stages.

Research limitations/implications

More similar comparative studies in other parts of the world, including quantitative surveys on larger samples, with either SMEs or multinational corporations, are encouraged to enrich the current findings.

Practical implications

If organisational growth is a priority, SME owner/managers should support employees’ work and learning in a timely fashion. As the study finds, individual learning and inter-organisational learning are considered “a must to have” for employees, regardless of which stage the firm is at. When an SME enters high-growth, however, more opportunities for group learning are particularly beneficial. For mature SMEs, it is essential for learning to move towards systemisation and include a professional development component to meet employees’ career expectations, not just their work demands.

Originality/value

The results advance the body of knowledge in SME learning from the life-cycle perspective. As one of the first studies in bridging these areas, it brings new implications to academic researchers and SME practitioners.

Details

Journal of Small Business and Enterprise Development, vol. 23 no. 3
Type: Research Article
ISSN: 1462-6004

Keywords

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Article
Publication date: 28 September 2010

Penny Mavor, Eugene Sadler‐Smith and David E. Gray

The purpose of this paper is to examine conceptual and theoretical links between intuition and coaching; investigate accomplished coaches' practical experiences of intuition;…

2476

Abstract

Purpose

The purpose of this paper is to examine conceptual and theoretical links between intuition and coaching; investigate accomplished coaches' practical experiences of intuition; identify skill set of an intuitive coach; discuss implications of findings for coaches', HRD professionals', and line managers' learning and development.

Design/methodology/approach

In‐depth, semi‐structured, individual interviews with 14 accomplished experienced executive coaches (eight males and six females) averaging 14.5 years as a coach.

Findings

Outline of core attributes of an intuitive coach.

Originality/value

Immersion in experience, a reflective approach to practice, effective feedback and supervision, and attending to personal well‐being are likely to enable coaches, HRD practitioners and line managers to take a more informed and intelligent approach to “going with their gut” in coaching and other situations where inter‐ and intra‐personal awareness are important.

Details

Journal of European Industrial Training, vol. 34 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

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Article
Publication date: 5 April 2011

David E. Gray, Paul Iles and Sandra Watson

This article aims to explore dimensions and tensions in the relationship between theory (usually produced by academics) and practice (the domain, normally of practitioners) in…

1895

Abstract

Purpose

This article aims to explore dimensions and tensions in the relationship between theory (usually produced by academics) and practice (the domain, normally of practitioners) in human resource development (HRD).

Design/methodology/approach

The paper examines, from a conceptual perspective, the nature of mode 2 research, where knowledge is generated in the context of multi‐stakeholder teams (academics and practitioners) that transcend the boundaries of traditional disciplines, working on problems to be found in working life.

Findings

Mode 2 research has been seen in dichotomous terms of theory versus practice, referred to in various ways such as: the research‐practice gap; the implementation gap; the research‐practice divide; and the theory‐practice void. This gap is also typified by mode 1 research, an approach which adopts the principles of “normal science” and which generates results, the main beneficiaries of which are the academic community. The authors forward mode 2 research as an approach that requires both academic rigour and practical relevance. The article presents and critically evaluates a number of examples of academic‐practitioner partnerships in action in order to highlight both the potential and the challenges for the development of mode 2 research. It also recommends strategies for the advancement of mode 2 research, including getting academics to attune themselves more closely with the needs of practitioners, encouraging academics to write for practitioner journals, and the use of the kinds of research methodologies that can generate richer stories and cases that resonate with practitioner interests. Practitioners, however, need research that has a practical focus and which can be applied immediately.

Research limitations/implications

This is a conceptual paper that draws on secondary examples to support the authors' contentions, making it appropriate to gain further background information on bridging the gap between theory and practice.

Practical implications

The paper critically evaluates a number of examples of academic‐practitioner partnerships in action.

Originality/value

This paper provides an in‐depth analysis of the challenges of undertaking effective and robust practice‐based research, through articulating philosophical differences in research approaches and discussing tensions between academic and practitioner needs.

Details

Journal of European Industrial Training, vol. 35 no. 3
Type: Research Article
ISSN: 0309-0590

Keywords

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Article
Publication date: 1 January 2014

Mark N.K. Saunders, David E. Gray and Harshita Goregaokar

The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and…

4329

Abstract

Purpose

The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and informal learning and in particular the role of networks and crisis events within their learning experience.

Design/methodology/approach

Mixed method study, comprising 13 focus groups, over 1,000 questionnaire responses from SME managers, and 20 case studies derived from semi-structured interviews.

Findings

SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences.

Research limitations/implications

There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation.

Practical implications

SME owners need opportunities and time for reflection as a means of stimulating personal learning – particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks.

Originality/value

This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.

Details

European Journal of Training and Development, vol. 38 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 1 June 1989

Equal Opportunities at Wellcome The October issue of Personnel Management contains an article entitled “ When line managers welcome equal opportunities”.

23

Abstract

Equal Opportunities at Wellcome The October issue of Personnel Management contains an article entitled “ When line managers welcome equal opportunities”.

Details

Equal Opportunities International, vol. 8 no. 6
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 1 June 1958

THE bulk of our hospitals, etc., were built about a century ago and when examined in the light of present‐day needs and future requirements they are found to be far from…

89

Abstract

THE bulk of our hospitals, etc., were built about a century ago and when examined in the light of present‐day needs and future requirements they are found to be far from satisfactory. Millions of hours are wasted annually due to the inadequacies of the buildings, equipment and management. Most of these institutions are trying to give a more comprehensive service to a volume of patients twice as large as they were originally designed to accommodate.

Details

Work Study, vol. 7 no. 6
Type: Research Article
ISSN: 0043-8022

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