This document introduces a model of leadership, capabilities, and growth. It discusses substantive capabilities that enable growth along different vectors. Leadership is defined as taking an organization into the future through identifying and exploiting opportunities. Dynamic capabilities allow firms to modify or create new substantive capabilities. The document reviews what is known about growth capabilities, leadership cognition and motivation, dynamic capabilities, and policy implications. It identifies gaps in understanding how capabilities develop in SMEs and the role of entrepreneurial cognition and intentions. Next steps proposed are qualitative case studies and an in-depth survey to address open questions.
An intrapreneur is an inside entrepreneur, or an entrepreneur within a large firm, who uses entrepreneurial skills without incurring the risks associated with those activities. ... Intrapreneurs usually have the resources and capabilities of the firm at their disposal. It is the process in which it ;
Empower employees. ...
Prioritize employee relationships. ...
Encourage employees to step outside the scope of their work. ...
Host productive brainstorming sessions. ...
Emphasize individuality over conventionality. ...
Allow ideas time to incubate and so on
An intrapreneur is an inside entrepreneur, or an entrepreneur within a large firm, who uses entrepreneurial skills without incurring the risks associated with those activities. ... Intrapreneurs usually have the resources and capabilities of the firm at their disposal. It is the process in which it ;
Empower employees. ...
Prioritize employee relationships. ...
Encourage employees to step outside the scope of their work. ...
Host productive brainstorming sessions. ...
Emphasize individuality over conventionality. ...
Allow ideas time to incubate and so on
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
This presentation talks about the various qualities that successful entrepreneurs possess. It classifies these qualities into three categories- Personal, Interpersonal, and Business competencies. It contains only five slides hence it is short and easy to digest for the reader. It uses simple language and can be used by the students for learning and for projects even teachers can use this presentation to make learning easier.
It contains a competency framework which speaks about what are the qualities that one must possess, what he or she must do to attain these qualities and finally what is the result of adopting that particular exercise.
Is Leadership Development Worth the InvestmentWiley
Successful companies know that they must invest in their employees and develop leaders from within. But leadership development is often hard to measure. Here are some reasons why we answer YES to the question "Is Leadership Development Worth the Investment?"
Learn more about the Leadership Challenge: http://leadershipchallenge.com
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This presentation looks at the concept of Entrepreneurship Development and the
Role of Entrepreneurship Development. It concludes with identifying various approaches to Entrepreneurship Development
Uncovering and understanding your deeper motives is the first step toward becoming a successful entrepreneur or discovering that you are not cut out for its punishing demands -- the personal sacrifices, inevitable setbacks, relentless work, crushing time pressure, financial uncertainty and sleepless nights faced by 99 percent of entrepreneurs.
Derek Lidow, a veteran entrepreneur, author of Startup Leadership, and a professor in Entrepreneurship at Princeton University, provides a roadmap for determining your entrepreneur type.
Entrepreneurship is the process of designing, launching and running a new business, which is often initially a small business. The people who create these businesses are called entrepreneurs.
Introduction to Entrepreneurship- This is an attempt to understand the concept of entrepreneurship and its related concepts. This presentation follows study note format, so the students can use it to prepare for exams and can store it for future reading. The contents covered here are based on the syllabus prescribed for third year UG students. Hence it provides a vast and comprehensive analysis of all the topics. Enjoy learning with this presentation. This is the first lecture presentation in the subject of Entrepreneurship and small business management.
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
This presentation talks about the various qualities that successful entrepreneurs possess. It classifies these qualities into three categories- Personal, Interpersonal, and Business competencies. It contains only five slides hence it is short and easy to digest for the reader. It uses simple language and can be used by the students for learning and for projects even teachers can use this presentation to make learning easier.
It contains a competency framework which speaks about what are the qualities that one must possess, what he or she must do to attain these qualities and finally what is the result of adopting that particular exercise.
Is Leadership Development Worth the InvestmentWiley
Successful companies know that they must invest in their employees and develop leaders from within. But leadership development is often hard to measure. Here are some reasons why we answer YES to the question "Is Leadership Development Worth the Investment?"
Learn more about the Leadership Challenge: http://leadershipchallenge.com
Concept of Entrepreneurship Development and promotionGabriel Konayuma
This presentation looks at the concept of Entrepreneurship Development and the
Role of Entrepreneurship Development. It concludes with identifying various approaches to Entrepreneurship Development
Uncovering and understanding your deeper motives is the first step toward becoming a successful entrepreneur or discovering that you are not cut out for its punishing demands -- the personal sacrifices, inevitable setbacks, relentless work, crushing time pressure, financial uncertainty and sleepless nights faced by 99 percent of entrepreneurs.
Derek Lidow, a veteran entrepreneur, author of Startup Leadership, and a professor in Entrepreneurship at Princeton University, provides a roadmap for determining your entrepreneur type.
Entrepreneurship is the process of designing, launching and running a new business, which is often initially a small business. The people who create these businesses are called entrepreneurs.
Introduction to Entrepreneurship- This is an attempt to understand the concept of entrepreneurship and its related concepts. This presentation follows study note format, so the students can use it to prepare for exams and can store it for future reading. The contents covered here are based on the syllabus prescribed for third year UG students. Hence it provides a vast and comprehensive analysis of all the topics. Enjoy learning with this presentation. This is the first lecture presentation in the subject of Entrepreneurship and small business management.
Developing Leadership Capabilities in the New World of Work: TeleworkingMaximus International
Work-from-home has become business as usual but how to leaders manage their teams expectations when they can't even see them? Discover the benefits of teleworking and how to improve your leadership skills
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You know how to market your products and services. But do you know how to beat your competitors without going into the proce war or compromising quality?
Growing your business is a challenging task. This presentation shows how growing companies are accomplishing it and how you can adopt these tactics for your business growth.
http://www.capabilityandleadershipframework.com.au
QPS Capability and Leadership Framework
The Engaging Leader Framework developed by James McNamara aligns with the QPS Capability and Leadership Framework. One of the greatest challenges facing managers today is the growing trend in organisational disengagement. These 7 steps when delivered in line with the QPS capability and leadership framework can help to reverse this trend.
http://www.capabilityandleadershipframework.com.au
Talent managementDefinition of strategic talent management .docxperryk1
Talent management
Definition of strategic talent management:
“Activities and processes that involve the systematic identification of key positions which differentially contribute to the organisation's sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation.”
(Collings & Mellahi, 2009, p. 304)
Practices to acquire, develop and deploy talent:
Talent identification
Talent pool Talent pipeline
Talent Management viewed as a life cycle
(Thunnissen, Boselie& Fruytier, 2012)
Genesis: “The war for talent” (McKinsey & Co, 1997)
· Demographic changes
· Increased mobility and globalisation
· Transformations in the business environment:
• Shift away from product‐based economies • Complexity • Changes in organizational structure
• Relationships
talent Management in terms of a life cycle
(Thunnissen, Boselie& Fruytier, 2012)
• Infancy
· Undefined boundary
· Unclear scope
• Adolescence: Themes ‐
• Definitions • Benefits • Practices
“To be in a position to reap the benefits that talent management maturity offers, Organisations globally, and in emerging growth markets, should instead view the talent experience as a networked, customizable system individuals – and their relationship with the organisation – at the centre
the dominant human capital topic of the 21st century (Cascio & Aguinis, 2008)
Justification for the practice of Talent Management
(Garavan, 2012)
· People, intellectual capital and talent are viewed as critical components of strategic success irrespective of competitive and economic pressures (p. 2428)
· Enables firms to achieve competitive advantage
· A critical capability which distinguishes successful global firms
· Tied to the RBV of the firm – worthy of investment/competing demands • Alignment of talent changed strategic priorities • An increased focus on flexibility, quality, cost and innovativeness of talent to achieve strategy • Use of talent to support merger and acquisition activity • Challenges: associated with international organisational structural design
“The reasons for this continued investment primarily focused on concerns about:
· The difficulties in attracting high potential talent
· The challenge of retaining top performers
· The need to have a strong leadership pipeline; And, most important of all
• the concern that business growth needed to be sustained.”
(Garavan, 2012, p.2443)
Biggest risk to successful TM in MNEs: Implementation (Garavan, 2012)
· Innovation v costs
· Partnering (co‐ordination) v cohesiveness (control)
· Openness v compliance
· Diverse perspectives v strategic decision‐making
· Building brand v costs
As a component of strategic management, not (S)HR
(Swailes, Do.
Oragnization development OD (INTRODUCTION)shagun jain
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CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
Innovation Capability for Sustainable Competitive AdvantagesSeta Wicaksana
Innovation is perennially at the top of CEO agendas, yet many executives continue to be frustrated with their transformation programs' hit-or-miss pace and results. The problem isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get greenlighted at the expense of game changers, and dynamic ideas remain captive in the heads of employees.
Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
Slide deck from the ERC _ IFB event held at the Shard on March 2nd 2023
This conference focussed on the theme of new frontiers in family business research. Researchers, decision makers, and family business practitioners came together to discuss current themes and challenges in the family business research field and practice, and to explore new priorities and avenues for research in 2023 and beyond.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
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Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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2. Overview
• Introducing a model of leadership, capabilities and
growth.
• Substantive (growth) capabilities: combinations of
processes, routines and resources that enable growth
along one or more direction.
• Leadership: taking an organization into the future,
through the identification and exploitation of
opportunities; requiring vision to produce useful
change.
• Dynamic capabilities: extend, modify or create new
substantive (growth) capabilities.
• Policy implications.
5. New Products,
Existing Markets
(new product
development)
New Products,
New Markets
(diversification)
Existing Products,
Existing Markets
(market
penetration)
Existing Products,
New Markets (e.g.,
Internationalization
and market
development)
Four possible growth vectors
(Ansoff, 1957)
6. Substantive (growth) processes
• There are identifiable and ‘best practice’ processes
supporting each growth vector
• Market penetration processes (e.g., continuous improvement, supply
chain management)
• Innovation supportive processes (e.g., NPD process; customer
intelligence)
• New market development/internationalization processes (e.g.,
country choice, entry mode choice/execution)
• Growth is promoted by ‘growth accelerators’: alliances,
joint ventures, acquisitions
• For SMEs Growth accelerators impacted by quality of underlying
processes (Lu & Beamish, 2006; Schlosser, 2001):
• Alliances, Joint Ventures (partner identification, governance etc.)
• Mergers and Acquisition processes (target identification,
integration management etc.)
7. General management processes
support growth
• Firm profitability precedes value-creating growth (e.g.,
Davidsson et al., 2009).
• Strategic management
• Strategic management guides choice, provides direction (Kraus et
al., 2006)
• Strategic decision making and resource allocation routines (e.g.
Eisenhardt, 1989)
• Exit routines (e.g., Burgelman, 1994)
• Many SMEs lack effective strategic management (Sandberg et al.,
2001).
• Functional management
• Functions provide inputs into, and complementarities with growth
processes in SMEs
• Financial management (McMahon, 2001).
• HRM (e.g., Hayton, 2003)
• Marketing and customer development (Day, 1994).
• There is wide variation in formalization of functional processes in
SMEs, but generally less developed than larger firms.
8. Growth supportive resources
• Key resources: financial and intellectual capital
• Financial slack is essential for uncertain entrepreneurial
growth strategies (George, 2005)
• Too little, or too much slack inhibits innovation (Nohria &
Gulati, 1996; Tan & Peng 2003).
• Intellectual Capital:
• Human capital promotes SME capacity to learn (Hayton &
Zahra, 2005; Simsek & Heavey, 2011).
• Social capital and the position of the firm in knowledge
networks impacts performance of SMEs (e.g., Collins & Clark
2003; Collins, et al., 2006).
• Intellectual capital increases the extent to which acquisitions
and alliances produce profitability and growth (Zahra & Hayton,
2008).
9. Substantive growth capabilities:
What we know/don’t know
• General management capabilities influence growth/yet are
often lacking in SMEs (Kraus et al., 2006; Sandberg et al.,
2001).
• Research is needed with respect to:
• prioritization (e.g., developing customers versus managing people;
strategic versus financial management?)
• barriers to development (e.g., Top management vs functional capacity?)
• interdependence between growth processes and resources
• Growth is often treated as the dependent variable – source
of growth capabilities are rarely the focus
• Gap in our understanding of how growth processes and routines develop
in SMEs (Barbero et al., 2011; Wiklund et al., 2009).
• Growth capabilities depend on entrepreneurial leadership
(Amit & Shoemaker, 1993; Penrose, 1959)
• How do leadership and entrepreneurial capability impact the development of
growth capabilities?
11. Leadership: Cognition &
motivation
• Growth opportunities cannot be identified and
exploited without the facilitation of individual and
collective activity (Ensley et al., 2006)
• Leadership – individual or collective – has a strong
imprinting effect in SMEs (Boeker, 1989; Eisenhardt
and Shoonhoven, 1990)
• Thus understanding the cognitive and motivational
profile of the leadership (team) becomes important
12. Entrepreneurial cognition:
What we know
• Prior knowledge and experience can favourably influence
• The ability to identify opportunities (which affects growth) (Gruber et al.,
2012, 13; Ucbasaran et al., 2009)
• The acquisition of human, social and financial resources (e.g. Gompers et
al., 2010; Mosey & Wright, 2007; Starr & Bygrave, 1991; Zhang, 2011)
• Knowledge diversity within the team contributes to
• Opportunity identification (Gruber et al., 2012),
• Learning (Clarysse & Morey, 2004),
• Acquisition of resources needed for growth (Hayton & Zahra, 2005)
• Growth itself (Eisenhardt & Shoonhoven, 1990).
• BUT diversity can lead to functional and dysfunctional conflict.
• Benefits of diversity contingent on strategic consensus and team
cohesion.
13. What we don’t know about
entrepreneurial cognition
• Knowledge and experience is a proxy for cognition
• Individuals and groups vary in terms of:
• a) how they make sense of experience
• b) process new information
• c) use knowledge – i.e. cognitive processes (e.g.
intuition and analysis; categorization)
• The extent to which mental models are shared and
the effects of this are not known
14. Entrepreneurial motivation:
What we know
• In the absence of motivation, knowledge and experience
may not be put to the most productive use. Two
approaches to understanding motivation are relevant:
• 1. Goal setting
• Specific, challenging goals result in higher performance than vague and
/ or easy goals (Locke & Latham, 2002).
• Preliminary evidence suggest this holds for SMEs (Baum et al., 2001.
Baum & Locke, 2004)
• 2. Intentions
• Influenced by desirability (attitudes & goals) and feasibility
(entrepreneurial self-efficacy) (Chen et al., ‘98)
• Growth oriented entrepreneurs associated with positive attitudes
towards income, negative attitudes toward work enjoyment and have
high entrepreneurial self-efficacy (Douglas et al., in press)
15. What we don’t know about
entrepreneurial motivation
• How does collective motivation emerge?
• What is the role of individual motivation (goals /
intentions)?
• Role of entrepreneurial self-efficacy vis-à-vis
collective entrepreneurial efficacy
• How do leaders (leadership teams) set goals?
• What is the relationship between cognition (e.g. prior
experience of failure; attitudes towards failure) and
motivation?
17. Dynamic capabilities
• Dynamic capabilities are “the abilities to reconfigure a firm’s
resources and routines in the manner envisioned and deemed
appropriate by its principal decision-maker(s)” (Zahra et al., 2006)
• Creating dynamic capabilities requires the development and
refinement of routines for identification and exploitation of
opportunities (Eisenhardt & Martin, 2000; Feldman & Pentland,
2003; Teece et al., 1997; Teece, 2007; Zollo & Winter, 2002)
• In SMEs, dynamic capabilities may be based on the skills and
knowledge of an entrepreneur or entrepreneurial team (Teece,
2012)
18. Opportunity identification
• The ability to locate value in some market or technological condition
through the application of a new means-end relation framework that
is unknown or unavailable to others (e.g., Ardichvili, et al., 2003).
• The firm’s productive opportunity set: “all of the productive
possibilities that its entrepreneurs see and can take advantage of”,
is shaped by both entrepreneurial perceptions of market demand
and the resources at their disposal (Penrose 1959: 31)
• Resource functionality (Wernerfelt, 1984)
• Resource (re)combinations (Lockett et al., 2009)
• Closely tied to the process of knowledge acquisition (Zahra et al.,
2006)
• The discovery of entrepreneurial opportunities is aided by the creation
of new information channels between the organization and the
environment (Ardichvili et al., 2003; Shane & Venkataraman, 2000;
Wiklund & Shepherd, 2003)
19. Opportunity exploitation
• A new opportunity/idea must undergoing a process of validation
in order to be accepted, integrated, and exploited (Floyd &
Woodbridge, 1999; Zahra et al., 1999)
• The opportunity/idea may need to be aligned with organizational
goals and activities, or alternatively, the organizational strategy
may be adapted to the new opportunity (Burgelman, 1983; Guth
& Ginsberg, 1990)
• Prove the opportunity viable to gain resources (Burgelman, 1983)
• Importance of champions (Day, 1994; Floyd & Wooldridge, 1999;
Howell & Higgins, 1990)
• OE is a process that moves from the individual to venture level
(Burgelman & Sayles, 1986; Floyd & Wooldridge, 1999)
• Managerial processes and systems, structures, cultures and values
all shape the integration of new knowledge and the decisions about
OE (Smith et al., 2005; Verona, 1999)
20. What we know
• Dynamic capabilities enable a firm to move beyond ad-hoc
opportunity identification and exploitation, through developing a
systematic processes for promoting sustainable growth.
• Dynamic capabilities have a positive effect on firm performance,
both measured in terms of market and financial performance
relative to firm’s main competitors and industry averages (e.g.,
Helfat, 1997; Majumdar, 1999; Pisano, 2000; Rindova & Kotha,
2001).
• Dynamic capabilities are positively linked to the substantive
capability development (e.g., Figueiredo, 2003; Clark & Fujimoto,
1991; Woiceshyn & Daellenbach, 2005).
• Capability development is a mediator of the relationship between
dynamic capabilities and firm performance (Petroni, 1998; Clark &
Fujimoto, 1991; Brady & Davies, 2004).
21. What we don’t know
• “How” do managers or organizations create dynamic capabilities
and improve the organization’s ability to perform? (Pablo et al.,
2007)
• Existing research tends to focus on larger more established
organizations – few studies address dynamic capabilities in
SMEs (Arthurs & Busenitz, 2006; Zahra & Filatotchev, 2004)
• We know very little about the contingencies that allow some
firms to learn, and build dynamic capabilities, while others do
not.
• e.g., in terms of the individual entrepreneur and the
entrepreneurial team’s cognition and their intentions for
building high growth enterprises (Hodgkinson & Healey,
2011)
23. Policy challenges
• Growth is multi-causal, and has multiple pathways,
and derived from ‘socially complex’ capabilities:
• What works in one context does not work in another
• SMEs often lag behind good practice (Storey, 2003)
and invest less in management development than
larger organizations (Hoque & Bacon, 2008)
• Perceived competition is not the main reason for adopting
new practices (Mole et al., 2004)
• SMEs may be more likely to upgrade capabilities
when encouraged by important customers (Ram,
2000)
24. Policy: Leadership
• Growth intentions are a function of desirability and
feasibility of growth
• Feasibility beliefs:
• Influenced by understanding the growth vectors, drivers of growth,
and the processes and resources that support them
• Understanding enhanced through training, information
dissemination and business support (e.g., UKTI)
• Desirability beliefs:
• Positively influenced by reflection on business needs and
opportunities (Jones, et al., 2008)
• Supply chain support and coordination policies indirectly increase
incentives of SMEs to invest in capability development
25. Policy: Dynamic capabilities
• Policy goals for Dynamic Capabilities:
• Promoting knowledge exchange opportunities
• Building organizational capacity for exploiting these exchanges
• Link SMEs with customers, suppliers, universities, competitors or
unrelated organizations (e.g., clustering initiatives; KTPs; university
partnerships; industry and trade groups)
• Evidence:
• Knowledge Transfer Partnerships, Innovation Vouchers, and
Industry-University consortia create inter-organizational knowledge
sharing networks
• Opportunity identification supported by reflection (Jones et al, 2008)
• Evaluations of Business Link showed intensive, longer-term,
interventions more effective for growth (Mole et al., 2011)
26. Policy: Growth capabilities
• Policy goals for Substantive Capabilities:
• Developing managerial understanding of alternative growth vectors
• Disseminating good practices for growth processes
• Developing, managing or accessing needed resources (intellectual
and financial capital)
• Evidence:
• Low-cost ‘taster’ approaches may not have long-term benefits
• Intensive, individualized coaching is an effective mechanism for
disseminating knowledge to SME managers (Mole et al., 2011)
• Adviser networks assist firms in developing capabilities (Bishop,
D’Esteb, & Neely, 2011)
27. Policy: Overall
• Because growth is multi-causal, tailored programmes are
an effective policy intervention:
• Intensive, individualized coaching is an effective mechanism for
disseminating knowledge to SME managers (Mole et al., 2011)
• Developing managerial understanding of alternative growth vectors
• Disseminating good practices for growth processes
• Developing, managing or accessing needed resources (intellectual
and financial capital)
• Evidence:
• Low-cost ‘taster’ approaches may not have long-term benefits
• Adviser networks assist firms in developing capabilities (Bishop,
D’Esteb, & Neely, 2011)
29. Next steps
• The questions:
• What are the priorities for, and barriers to, the development of
substantive growth capabilities?
• What shapes entrepreneurial cognition and growth intentions in
SMEs?
• How do entrepreneurial cognition, and growth intentions, shape
the development of dynamic and substantive capabilities for
supporting sustained growth?
• How do dynamic capabilities evolve in SMEs?
• How do dynamic capabilities lead to the re-shaping of the
venture’s substantive capabilities for growth?
• How will we address the questions?
• Qualitative case-studies
• In-depth survey of SMEs