bluuebunny/crossref_metadata_2025_split huggingface dataset:
Mid‐career entrepreneurial learning
Authors: Rae David 
Published: January 2007

PurposeRecent research on entrepreneurship education has emphasised school, college and university students, with less attention being paid to entrepreneurial learning among people in older age groups. However the ageing population of the UK and other developed countries means that there is a need for an increasing proportion of the existing working population, from a broad social and demographic background, to develop entrepreneurial skills in mid‐career in order to find new opportunities for economic activity and to extend their working lives. This goal requires better understanding of the learning needs and processes of mid‐career entrepreneurs (MCEs) between the ages of 35 and 55. This article aims to enhance the understanding of mid‐career entrepreneurial learning by exploring how and why people develop entrepreneurial skills in mid‐career, how these skills are deployed in working on opportunities, what types of learning are most effective, and conclusions for the design of MCE learning experiences.Design/methodology/approachA research method was used with emergent MCEs participating in a postgraduate entrepreneurship module. This evaluated learning, skill acquisition and practice to inform both learner and educator.FindingsThis paper explores the types of opportunities identified and the learning methods used. It proposes implications for mid‐career learners based on a framework for entrepreneurial learning, in the context of the broader perspectives of mid‐career and mid‐life change and development. It develops a career stage model for entrepreneurship, and discusses the implications for the design of learning programmes for MCEs.Research limitations/implicationsMCEs have enhanced lifelong and work‐based learning and experience compared with younger people, but display great variety in their aspirations, work and career experience, educational attainment, ethnic and national diversity, and participation in social networks. The article proposes ways of enhancing mid‐career entrepreneurial learning.Originality/valueThis paper makes a distinctive contribution to the understanding of entrepreneurial learning in a significant age group.
Entrepreneurial skills in leadership and human resource management evaluated by apprentices in small tourism businesses
Authors: Peters Mike 
Published: January 2007

PurposeThe purpose of this article is to evaluate the leadership skills and entrepreneur's or owner/manager's ability to motivate apprentices and other young employees. Specifically, the artical investigates young employees' perceptions about leadership and motivational behaviour in small‐ and medium‐sized hotels.Design/methodology/approachThe first part of the paper provides a literature review of entrepreneurial skills in general and human resource management in particular. The second part presents a survey that was carried out in 2003 in the Alpine region of South Tyrol to assess apprentices' evaluation of entrepreneurial leadership behaviour in small‐ and medium‐sized hotels.FindingsThe findings show that entrepreneurs in small‐ and medium‐sized hotels cannot meet young employees' job expectations – difficulties in communication and planning as well as low motivation and insufficient career options are mentioned as core problems in tourism enterprises.Research limitations/implicationsIt is argued that some stakeholder groups within an enterprise, such as young trainees or apprentices, might have deeper insights into entrepreneurial processes and leadership skills. However, more research is needed to support these findings as the study is limited by its sample size and focus on the Alpine region of South‐Tyrol, Italy.Practical implicationsThe results suggest that entrepreneurs should establish better motivational structures within their enterprises. In particular, they must consider that the development of career paths is a very important instrument in motivating young apprentices to work in the tourism industry.Originality/valueThis paper investigates the main characteristics of small business entrepreneurs in tourism and reports associated skills in the management of human resources. This paper also presents a survey that was carried out in 2003 to assess the evaluation of trainees of leadership behaviour in small‐ and medium‐sized tourism enterprises (SMTEs).
Training and developing an age diverse workforce in SMEs
Authors: Beaver Graham , Hutchings Kate 
Published: January 2007

PurposeThe purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key issues around training, development and education as well as an emerging issue of significance, age diversity management.Design/methodology/approachThe approach undertaken in the paper is to draw upon relevant literature and research as well as the authors' own analysis of the relationship between strategic human resource management (SHRM), HRD and SMEs based on prior research.FindingsThe findings of the research and analysis is that SMEs which take a strategic approach to training and development of their human resources will profit not only from a competitive position in their marketplace but also be well placed to adjust to changing and often uncertain external influences on the business environment presented to organisations in the twenty‐first century.Practical implicationsIt is envisaged that SMEs should make changes to their current practices and adopt a more strategic approach to the development of their people based on the practical implications outlined within the paper as to how organisations can implement HRD practices linked to broader corporate strategy.Originality/valueThe paper adds value in broadening the existing focus of SHRM and HRD on large corporations to engendering the need to also develop good HRD practices within emerging and growing SMEs and recognising the important role that they can play in developing an age diverse workforce.
Paradoxes in entrepreneurship education: chalk and talk or chalk and cheese?
Authors: Hartshorn Christina , Hannon Paul D. 
Published: January 2007

PurposeThe purpose of this article is to present the challenges raised within a UK HEI between business and non‐business educationalists engaged in the provision and integration of entrepreneurship education.Design/methodology/approachShows a single case experience with biology science undergraduates and educators at an English university.FindingsClearly more institutions are making more entrepreneurship education offers to their students. Embedded within these offers are fundamental and diverse beliefs about the meaning of enterprise and entrepreneurship. Such differences create a number of key issues concerning what should be offered, where it should be positioned institutionally, to whom it should be offered and by whom, and how it should be delivered. Such issues relate to conceptual and philosophical challenges, design options, and institutional capacity and capability factors.Research limitations/implicationsA single case approach is contextually bounded. However such contexts are likely to apply across other UK HEIs and hence the findings have relevance and utility.Practical implicationsThere are numerous challenges faced by entrepreneurship educators and there is a need for enhancing learning from experiences and for exploring how the learning modes that are embedded within the practice offered within many entrepreneurship education activities are adopted.Originality/valueNo other published UK study has explored the relationships between educators across different disciplines in embedding entrepreneurship education with university students.
Learning through online collaboration by SME staff
Authors: Allan John , Lawless Naomi 
Published: January 2007

PurposeThe purpose of the paper is to research the stress caused to small to medium‐sized enterprise (SME) staff by online collaboration. It aims to investigate online team roles as possible stressors.Design/methodology/approachThe paper is based on research carried out on online collaborative teams by the authors in the Open University Business School, and on existing literature on stress and collaboration. The paper uses MTR‐i™, a commercially used team role analysis tool, and Myers‐Briggs personality types to postulate reasons for stress caused by online collaboration in SMEs.FindingsIf team roles are not taken into account then the entrepreneurial members of an SME team may well find online collaboration stressful and so may not be able to fully participate in collaboration, or support others to do so.Research limitations/implicationsThe limitations of the research are that so far the research has been carried out on relatively small numbers. A much wider scale study is needed.Practical implicationsThe research so far indicates that online collaborative learning in SMEs (whether formal, or informal) needs to take into account the team roles usually carried out by individuals at work if full use is to be made of in order to optimise online collaboration.Originality/valueThis paper links Myers‐Briggs personality types to the ability of SMEs and entrepreneurs to collaborate online. It will inform educators and SME entrepreneurs.
Researching entrepreneurship and education
Authors: Matlay Harry 
Published: January 2007

PurposeThis article is the first in a series of conceptual and empirical contributions that, individually and cumulatively, seek to analyse, develop and link two important fields of research: “entrepreneurship” and “entrepreneurship education”.Design/methodology/approachThe paper undertakes a critical literature review and a methodical evaluation of current knowledge on topics related directly and indirectly to “entrepreneurship” and “entrepreneurship education”.FindingsA critical evaluation of the literature on entrepreneurship and entrepreneurship education has highlighted a number of definitional, conceptual and contextual weaknesses inherent in these two interrelated fields of research. Importantly, both fields of knowledge share similar definitional weaknesses and methodological inadequacies. The paper proposes an encompassing working definition of entrepreneurship (including intrapreneurship) and a basic typology of relevant entrepreneurial and intrapreneurial activities. This converging approach combines the two units of analysis, i.e. the entrepreneur and/or the intrapreneur as well as the entrepreneurial and/or intrapreneurial firm. In terms of a basic typology, the paper recommends Westhead and Wright's suggestion that entrepreneurs can be categorised into three broad groups: “novice,” “serial,” and “portfolio,”. This “converging approach” to entrepreneurship would bridge the most obvious aspects of empirical discord and provide better comparative and more generalisable research.Research limitations/implicationsThe evaluation and interpretation of emergent results represent the author's own perceptions, experiences and biases – and should therefore be viewed with caution. Thus, this article is subject to the usual bias and singular perspective which is generally attributable to “viewpoint” articles.Originality/valueThe paper proposes an encompassing working definition of entrepreneurship and a basic typology of relevant entrepreneurial and intrapreneurial activities.
Improving performance in very small firms through effective assessment and feedback
Authors: Lorenzet Steven J. , Cook Ronald G. , Ozeki Cynthia 
Published: January 2007

PurposeThe purpose of this paper is to improve assessment and feedback processes in the training practices of very small firms, thereby improving the firms' human capital.Design/methodology/approachThe paper reviews research and practice on effective assessment and feedback.FindingsBased on this paper, human resources are increasingly seen as a potential source of sustained competitive advantage, and well‐trained workers can boost the performance of even very small firms. Hence, a method is provided which very small firms can use to create and implement a structured assessment tool that builds on observation of critical incidents to illustrate the differences between poor, average, and good performance.Practical implicationsThe paper shows that readers can use the provided tools to assess and improve employee performance, thereby enhancing their firm's competitive position.Originality/valueThis paper can be used by very small firms to evaluate employee performance and provide employees with both positive and constructive feedback. Additionally, suggestions are provided that allow these firms to use this feedback to effectively set employee performance goals and action plans.
Graduate entrepreneurship education in the United Kingdom
Authors: McKeown Julie , Millman Cindy , Reddy Sursani Srikanth , Smith Kelly , Martin Lynn M. 
Published: January 2007

PurposeThe purpose of this paper is to review the progress made by UK higher education institutions (HEIs) to deliver the enterprise education agenda. The key areas for research included the type, content and delivery methods of graduate enterprise education being offered in the UK.Design/methodology/approachA questionnaire was e‐mailed to 123 HEIs in the UK, together with a brief introduction stating the purpose of the research. These were followed up by telephone calls to request responses.FindingsThe paper finds that provision of entrepreneurship education is varied, with both entrepreneurship and innovation courses on offer. Entrepreneurship education is most often offered at postgraduate level and on a part time basis. Overall, delivery methods proved to be more traditional than anticipated, with few instances of action learning or the use of technology to support learning. There were differences between pre‐ and post‐1992 HEIs, and little attention was given to topic areas evident in relevant UK policy initiatives.Research limitations/implicationsSupports entrepreneurship education, key capacities need to be addressed within HEIs, at senior and other levels, so that graduate enterprise embodies the entrepreneurial spirit and delivers the expected results of governmental focus and intervention.Originality/valueThis is one of the first surveys to explore how enterprise education is delivered within UK HEIs.
Delimiting knowledge transfer from training
Authors: Butler Allan , Le Grice Phil , Reed Matt 
Published: January 2007

PurposeThe purpose of this paper is to deepen the understanding of how and to whom knowledge is transferred from training to practice.Design/methodology/approachThrough recognising the interrelationship between knowledge, social network structure, and relational trust, social network methodology is applied to examine the importance of farmers' social networks in the process of knowledge transfer after engaging in learning through vocational training. The paper shows a synthesis of knowledge, social network structure and trust in relationships provides the basis for a tripartite model of knowledge transfer for which data was collected by conducting in‐depth interviews. Using social network analysis this data maps the personal business networks of individuals that have participated in training explicitly detailing to whom knowledge has been transferred.FindingsThe paper finds that farmers combine training with their tacit knowledge and through discussions with their family, and in some cases with professional contacts, new knowledge initiates various degrees of change within businesses. The familial, social and emotion attributes of business relations may determine the extent that knowledge is transferred in to practice.Research limitations/implicationsCreating a snapshot of knowledge transfer provides valuable insights into the flows of information within a business and how training is deployed. Furthermore, it provides pointers that to improve the injections of knowledge into small land‐based businesses requires more focussed intervention than is currently emphasised on programme based support schemes.Originality/valueThe paper shows that applying social network analysis to small agricultural businesses to examine knowledge transfer is in itself innovative, particularly as the research draws upon a peer‐group of businesses enabling some comparisons to be made.
Just what are tomorrow's SME employees looking for?
Authors: Szamosi Leslie T. 
Published: January 2007

PurposeThe paper seeks to determine what tomorrow's employees (i.e. graduates) are seeking from SMEs in terms of organizational satisfaction and value characteristics.Design/methodology/approachA survey of 55 university students who identified SMEs as their best opportunity for their career goals is shown. The survey utilized tested measures of organizational satisfaction and values.FindingsThe paper finds that Generations X and Y are seeking equivalent values and satisfaction outcomes from SMEs. It is seeking very caring, environmentally concerned, and sensitive SMEs. Tangible and intangible benefits, empowerment and respect, workplace involvement, concern for employee welfare and supportive management are critical.Research limitations/implicationsThe paper shows that when researching one can differentiate between what graduates are looking for from their SMEs as opposed to organizations in general. Future research could analyze SME versus MNC or other organizational forms.Practical implicationsThe paper implies that in the recruiting process SMEs need to focus on various outcomes that graduates seek in order to attract and retain the best potential employees. There appears to be little need to tailor the workplace for Generations X versus Y.Originality/valueA series of outcome variables has been specifically identified for graduates who want to work in SMEs.
Managers' perceptions of management development needs in manufacturing SMEs
Authors: Jayawarna Dilani , Macpherson Allan , Wilson Alison 
Published: January 2007

PurposeIn this paper empirical research is presented that investigates managers' perceptions of a variety of component management skills and techniques. The aim is to identify which management development needs manufacturing SME managers perceive as most important for their continued development, and to consider contextual factors that might impact on those perceptions.Design/methodology/approachA cross sectional survey of 198 UK small‐medium manufacturing firms is reported using factor analysis, linear regression test, ANOVA, Chi‐square and simple descriptive statistics.FindingsThe paper finds that managers of small‐medium sized manufacturing enterprises perceive six discrete and important areas where management development is necessary. The results indicate that development needs change as the firm grows, but the relationship is more complex than stage models of growth suggest. In particular, there are key leverage points where the perceptions of skills need change. Research is needed on the influence of a variety of contextual variables that might impact on perceptions of SME management development needs.Originality/valueThis research has provided an insight into the management development component skills and techniques for manufacturing SMEs.
Seeing stars: human resources performance indicators in the National Health Service
Authors: Kolins Givan Rebecca 
Published: January 2007

PurposeThis paper examines the functioning of performance ratings of the human resources (HR) function of National Health Service (NHS). In particular, it looks at the star ratings system and the response of workplace HR managers to this system.Design/methodology/approachThe paper uses a qualitative, cross‐sectional methodology. Human resource managers in 17 different NHS trusts, as well as senior civil servants, were interviewed.FindingsThe paper finds that poor data quality and inconsistent incentives make the ratings of limited relevance in either evaluating or driving the performance of the hospital HR function.Research limitations/implicationsThe research highlights the value of assessing government policies from the perspective of those affected by them.Practical implicationsThe evidence shows that the application of performance indicators does not meet the stated government objectives. Also, the unanimity across managers in differently rated trusts shows that criticisms are not limited to those who received poor ratings.Originality/valueIn examining the perceptions and practice of performance indicators, from their formulation to execution, the paper shows that problems with these ratings may occur at a number of points in the process.
Role redesign: new ways of working in the NHS
Authors: Hyde Paula , McBride Anne , Young Ruth , Walshe Kieran 
Published: January 2007

PurposeTo examine the introduction of role‐redesign in the NHS and highlight implications for employment relations.Design/methodology/approachA 12‐month independent evaluation (2003‐2004) of a role redesign initiative in the NHS is reported. The study followed a developmental, case‐study design and included secondary data analysis, semi‐structured interviews and observations at five case‐study sites.FindingsThe role redesign process involved four types of change to job content: skill‐mix changes; job widening; job deepening; and development of new roles. Each of these changes had implications for employment relations in terms of remuneration, management and accountability, and education and training.Research limitations/implicationsThe research involves one initiative in the NHS and was evaluating a developing programme. Whilst implications are suggested for efforts at role redesign generally the research specifically relates to NHS organisations.Practical implicationsThree aspects of employment relations are identified as important when attempting role redesign: remuneration, management and accountability, and education and training.Originality/valueThis paper offers the first account of this national NHS role redesign initiative.
Best value and workplace partnership in local government
Authors: Richardson Mike , Tailby Stephanie , Danford Andrew , Stewart Paul , Upchurch Martin 
Published: January 2007

PurposeThis paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority.Design/methodology/approachUsing a mix of quantitative and qualitative data collection techniques employees' experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime.FindingsLittle evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell.Originality/valueThis paper provides a recent in‐depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.