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Article
Publication date: 1 September 2002

Richard Choueke and Penny West

Focuses on the MSc in management development at Edge Hill. Describes the environment in which the programme was developed and takes particular account of some of the different…

845

Abstract

Focuses on the MSc in management development at Edge Hill. Describes the environment in which the programme was developed and takes particular account of some of the different strands of management learning discussed in the literature and how these issues have informed the development of the programme. Provides a sample of course members’ views of the programme matched against their personal objectives for their participation in the programme and the impact on their careers as a consequence of their participation. Evidence from both the literature and from the empirical study will contribute to a view as to whether the MSc in Management Development at Edge Hill is merely a programme in management or whether indeed it is a management development process.

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Education + Training, vol. 44 no. 6
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 August 1998

Richard Choueke and Roger Armstrong

This paper is a consequence of several years of research and management learning activity with small and medium‐sized enterprises (SMEs), which focused on the development of the…

4489

Abstract

This paper is a consequence of several years of research and management learning activity with small and medium‐sized enterprises (SMEs), which focused on the development of the organisations and the concomitant development of managers within those organisations. The empirical study sample revealed a preference by owner managers and directors for action learning as a medium for the development the organisation and its people. In situations in which action learning was operational, the owner managers and directors in the sample were positive about the effect on organisational effectiveness. The authors conclude with the proposition that the development of a learning organization is a journey, which might never be completed, however, the decision to embark on the journey and the process leading to embarkation provide the organisation and its people with an increasingly effective compass through which the company is able to navigate itself through the hostile uncertainty of the business environment.

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International Journal of Entrepreneurial Behavior & Research, vol. 4 no. 2
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 August 2000

Richard Choueke and Roger Armstrong

This paper precedes the final stages of a five‐year research project the aim of which was to seek explanations as to reasons for “organizational growth” and “business success” in…

4648

Abstract

This paper precedes the final stages of a five‐year research project the aim of which was to seek explanations as to reasons for “organizational growth” and “business success” in the small and medium size enterprise (SME) sector. The groundwork for the empirical study comprised a literature review of existing perspectives on SME growth and development. The authors originally identified two major perspectives. The first of these focused upon a group of writers whose explanation was informed by “growth model” literature. This perspective identifies clear stages of growth and development over time, each of which generates a trigger for organizational growth. The second perspective on business growth and development was through explanations focusing upon individual agency and entrepreneurship. However, during the work on the literature review, the attention of the authors became focused on research that dealt with the influence of “organizational culture” on the performance of companies within the corporate sector. Moreover, what was apparent from the literature review, was a clear gap, the lack of reference as to the effects of organizational culture on the development of SMEs. Initial analysis of the empirical data indicates several differing views as to the actual meaning of the term of “organizational culture” from amongst the research sample. In the majority of cases respondents who identified unique “cultures” in their organizations believed that those “cultures” had a positive effect on the performance of their companies. This effect was even more clearly articulated by those respondents who perceived their companies to be “growth orientated”. The focus of this paper is a consequence of the journey from the literature review through to the initial findings of the empirical work and subsequent evaluation and reflection.

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International Journal of Entrepreneurial Behavior & Research, vol. 6 no. 4
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 March 1997

Joan Pearson and Richard Choueke

The organization and management studies degree (OMS) was constituted at Edge Hill University College, Ormskirk, UK in October 1990. The degree is validated by the University of…

643

Abstract

The organization and management studies degree (OMS) was constituted at Edge Hill University College, Ormskirk, UK in October 1990. The degree is validated by the University of Lancaster. Briefly, the course explores organizational issues, needs and techniques through a variety of management models and multiple management disciplines and applications. Explores the theoretical underpinnings in the OMS approach and their application to the teaching and learning of marketing. Evaluates the contribution of the marketing programme within that process, and its relevance and effectiveness in imbuing students with the skills for adaptation and flexibility necessary to deal with the constant change and rapid evolution of work.

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Education + Training, vol. 39 no. 2
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 June 2003

Penny West and Richard Choueke

This paper examines the authors’ experiences as action learning set facilitators within a public sector organisation undergoing change. Our objectives were to assist in the…

1211

Abstract

This paper examines the authors’ experiences as action learning set facilitators within a public sector organisation undergoing change. Our objectives were to assist in the identification of internal and external drivers for change and to work with the set to explore how people’s roles and responsibilities might be enhanced and developed in a changing context. The outcome of the involvement was the set’s effective advancement of operational and strategic ideas in a management forum to proactively advance the change process and to offer solutions to improve the direction and performance of the organisation.

Details

Education + Training, vol. 45 no. 4
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 17 August 2010

Rodney McAdam, Renee Reid and Neil Mitchell

There is a paucity of studies on the complex longitudinal dynamics of innovation incorporation within family‐based small‐ to medium‐sized enterprises (SMEs) in response to market…

1718

Abstract

Purpose

There is a paucity of studies on the complex longitudinal dynamics of innovation incorporation within family‐based small‐ to medium‐sized enterprises (SMEs) in response to market and technological change. Attempts at innovation implementation are likely to be influenced by the dynamic effects of critical incidents or crisis points in small family‐based firms. The aim of this EU‐funded study is to explore the effects of critical incidents on innovation implementation within a regional cluster of family‐based SMEs over a two‐year period.

Design/methodology/approach

The research methodology involves the longitudinal study of a regional cluster of five family‐based businesses in relation to innovation implementation at firm level. A participant observation and critical action learning methodology was used to study the firms over the two‐year period of the study.

Findings

The findings, as summarised using a conceptual model, show that the critical incidents acted interactively with the firm's lifecycle stage and its approach to family versus business, to either act as a catalyst for developing more radical innovation or in maintaining the status quo or continuous improvement.

Practical implications

The findings can act as a guide for how family‐based firms can evaluate and maximise their responses to critical incidents and leverage them to encourage more radical approaches to innovation implementation.

Originality/value

There is a paucity of longitudinal studies on the effect of critical incidents on approaches to innovation implementation in family businesses.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 16 no. 5
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 December 2002

John Davies, Mick Hides and James Powell

This paper focuses on the theme of entrepreneurship education, learning and development and specifically, on the challenge for higher education institutions (HEIs) of supporting…

4724

Abstract

This paper focuses on the theme of entrepreneurship education, learning and development and specifically, on the challenge for higher education institutions (HEIs) of supporting entrepreneurial and enterprising individuals and organisations. This is examined from the perspective of the definition of appropriate development needs of entrepreneurs in small‐ and medium‐sized enterprises (SMEs). HEIs are undergoing a phenomenal amount of change driven by the various stakeholders (e.g. government, students and local committees). The government continues to emphasise the importance to the economy of the set up and development of SMEs. If this is to happen then SMEs will need support in developing entrepreneurial and enterprising individuals. This convergence of needs presents the opportunity for HEIs to contribute to this support. A prerequisite for this support is the definition of the development needs of entrepreneurs in SMEs.

Details

Education + Training, vol. 44 no. 8/9
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 July 2006

Jean Clarke, Richard Thorpe, Lisa Anderson and Jeff Gold

The purpose of this paper is to argue that action learning (AL) may provide a means of successfully developing small to medium‐sized enterprises (SMEs).

4442

Abstract

Purpose

The purpose of this paper is to argue that action learning (AL) may provide a means of successfully developing small to medium‐sized enterprises (SMEs).

Design/methodology/approach

The literature around SME learning suggests a number of processes are important for SME learning which similarity, it is argued, are encompassed in AL. AL may therefore offer a means of developing SME. This argument is then supported through the results of a longitudinal qualitative evaluation study conducted in the north‐west of England, which involved the use of AL in 100 SMEs.

Findings

The paper finds that the discursive and critical reflection aspects of the set environment appeared to be of great utility and importance to the SMEs. Sets also had an optimum level of which helped them find “common ground”. Once common ground was established set members often continued to network and form alliances outside of the set environment. SME owner‐managers could discuss both personal and business. Finally, AL offered the opportunity to take time out of the business and “disengage” with the operational allowing them to become more strategic.

Practical implications

In this paper both the literature review and the results of the evaluation suggest AL may offer a means of engaging SMEs in training, which is relevant and useful to them. AL offers a way for policy makers and support agencies to get involved with SME management development while retaining context and naturalistic conditions.

Originality/value

This paper attempts to move beyond other articles which assess SME response to government initiatives, through examining the literature around SME learning and constructing a rationale which proposes that AL encompasses many of the learning processes suggested in the literature as effective for SME development.

Details

Journal of European Industrial Training, vol. 30 no. 6
Type: Research Article
ISSN: 0309-0590

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Book part
Publication date: 18 June 2004

Daniel F Jennings and Kevin G Hindle

Zahra and Covin (1995, p. 46) report that “the current interest in corporate entrepreneurship arises from its potential usefulness as a means for renewing established…

Abstract

Zahra and Covin (1995, p. 46) report that “the current interest in corporate entrepreneurship arises from its potential usefulness as a means for renewing established organizations and increasing their ability to compete in their chosen markets.” In addition, a number of researchers support a contention made by Schollhamer (1982, p. 82), that “corporate entrepreneurship is a key element for gaining competitive advantage and consequently greater financial strength” (Covin & Slevin, 1991; Peters & Waterman, 1982; Zahra & Covin, 1995). Interestingly, however, other researchers argue that corporate entrepreneurship can be risky and may be detrimental to a firm’s short-term financial performance (Burgelman & Scales, 1986; Fast, 1981).

Details

Advances in Entrepreneurship, Firm Emergence and Growth
Type: Book
ISBN: 978-1-84950-267-2

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