Your SlideShare is downloading. ×
Designing plans for organizational development, lessons from three large-scale SME-initiatives
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Designing plans for organizational development, lessons from three large-scale SME-initiatives

543
views

Published on

Designing plans for organizational development, lessons from three large-scale SME-initiatives. …

Designing plans for organizational development, lessons from three large-scale SME-initiatives.

Paper presented at IERC 2010 Conference in Cancún (Mexico)

Authors: Tinne Lommelen, Friso den Hertog, Lien Beck, and Raf Sluismans
(Maastricht University & Hasselt University)

Published in: Business, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
543
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Designing plans for organizational development, lessons from three large-scale SME-initiatives
    Tinne Lommelen, Friso den Hertog, Lien Beck, and Raf Sluismans
    UNU-MERIT & KIZOK Joint Research Group
    Maastricht University & Hasselt University
  • 2. Design & development: twosides of the samecoin
    Design-oriented research
    Research into planned interventions in the natural context of these organizations
    Aim is to develop a knowledge base for the innovation and improvement of those interventions
    How can we design programs in such a way that real development takes place inside the targeted SMEs?
    Howcan we learnfrompreceding cases?
  • 3. Three cases of interventionprojects
    Edison
    • 2000-2003
    • 4. 14 Dutch SMEs
    • 5. Various sectors
    • 6. Technology transfer
    • 7. Designers, facilitators, researchers
  • Three cases of interventionprojects
    Edison
    • 2000-2003
    • 8. 14 Dutch SMEs
    • 9. Various sectors
    • 10. Technology transfer
    • 11. Designers, facilitators, researchers
    SI EMR
    • 2004-2008
    • 12. 650 SMEsin 4 regions
    • 13. Various sectors
    • 14. Innovationcapacity
    • 15. Designers, managers, coach
  • Three cases of interventionprojects
    Edison
    • 2000-2003
    • 16. 14 Dutch SMEs
    • 17. Various sectors
    • 18. Technology transfer
    • 19. Designers, facilitators, researchers
    SI OP ZUID
    • 2009-2011
    • 20. 280 Dutch SMEs
    • 21. Various sectors
    • 22. Innovationcapacity
    • 23. Managers, coach researchers
    SI EMR
    • 2004-2008
    • 24. 650 SMEsin 4 regions
    • 25. Various sectors
    • 26. Innovationcapacity
    • 27. Designers, managers, coach
  • Reflectiononexperiences in threeprojects
    General: Addknowledgeabout management of large-scaleprojects
    Specific: Eachnewcycle of interventionsbuildson the previousone
    Conclusions in terms of content (what is?)
    Conclusions in terms of design (how to?)
    Knowledgeaccumulation in 3 projects
  • 28. Knowledgeaccumulation in 3 projects
    Edison
    • Demand-driven intervention
    • 29. Getting the right people around the table
    • 30. Consultants = facilitators
    • 31. No jargon
    • 32. Short throughput
  • Knowledgeaccumulation in 3 projects
    Edison
    • Demand-driven intervention
    • 33. Getting the right people around the table
    • 34. Consultants = facilitators
    • 35. No jargon
    • 36. Short throughput
    SI EMR
    • Monitoring tools
    • 37. Demand-driven intervention
    • 38. Double focus – both strategy & innovation
    • 39. Combination instruments
    • 40. Robustness
  • Knowledgeaccumulation in 3 projects
    Edison
    • Demand-driven intervention
    • 41. Getting the right people around the table
    • 42. Consultants = facilitators
    • 43. No jargon
    • 44. Short throughput
    SI EMR
    • Monitoring tools
    • 45. Demand-driven intervention
    • 46. Double focus – both strategy & innovation
    • 47. Combination instruments
    • 48. Robustness
    SI OP ZUID
    • Opening up the database for research purposes
  • Design and development are complementaryperspectives
    Learningprocess
    probleminterventionusing design theoryexperimentation & testinglarge-scaleimplementation & testingimprovement of design and adjustment of design theory
    Callfor more research on design issues of large-scale programs
    Conclusion

×