Big business for small businesses

2014 ◽  
Vol 28 (4) ◽  
pp. 24-26
Author(s):  
Graham Cole
Keyword(s):  
Small Businesses ◽  
Design Methodology ◽  
Approaches To Learning ◽  
Formal Learning ◽  
Learning Mechanisms ◽  
Content Type ◽  
Left Behind ◽  
New Knowledge ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is fundamental to success in any walk of life. Business is no different. Any organization lacking the motivation or capacity to acquire new knowledge will invariably get left behind. The merits of formal learning mechanisms have long been recognized. However, more informal approaches to learning are increasingly playing a major part in the workplace. The flexibility it offers is perhaps a major reason why it now allegedly accounts for up to 90 per cent of learning that takes place. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

How HR practitioners must keep on learning

2016 ◽  
Vol 24 (1) ◽  
pp. 21-23
Keyword(s):  
Professional Development ◽  
Design Methodology ◽  
Professional Training ◽  
Business Management ◽  
Continuing Professional Development ◽  
Formal Learning ◽  
Learning Mechanisms ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – In business management, no one emerges fully formed from their professional training. A serious issue in human resource might sometimes be a tendency for future development to be erratic. Traditionally, continuing professional development is all about formal experiences, the sort of things that practitioners meet up with over the years by turning up to do their job. There is, however, a growing view that non-formal learning mechanisms have a part to play. At the same time, continuing professional development has to be broader than conventional courses – a combination of both formal and non-formal learning experiences are surely required. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

SMEs and adoption of innovative technologies

2020 ◽  
Vol 36 (10) ◽  
pp. 25-28
Keyword(s):  
Risk Management ◽  
Small Businesses ◽  
Management Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Technological Innovations ◽  
Risk Management Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Exploiting new technological innovations can help increase the competitiveness of small businesses. But considerable risks are often involved in adopting such technologies. Knowledge risks are especially significant and it is imperative that firms become cognizant of such risks so that appropriate countermeasures can be devised and implemented as part of an effective risk management strategy. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. 

Using experience-based learning to enhance management education

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Management Education ◽  
Content Type ◽  
Approach To Learning ◽  
Experience Based Learning ◽  
New Knowledge ◽  
Different Types ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. 10; 10; 10; 10; Findings Management education might be most effective when an experienced-based approach to learning is adopted. Firm can achieve desired outcomes by encouraging participants to engage in different types of dialogue in order to interpret experiences that can subsequently help generate new knowledge and inspire greater creativity. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

From training program to workplace

2019 ◽  
Vol 34 (1) ◽  
pp. 37-39
Keyword(s):  
Training Program ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Contextual Factors ◽  
Training Context ◽  
Content Type ◽  
New Knowledge ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The performance of any organization benefits considerably when employees obtain and utilize new knowledge from within a training context. Intention of employees to transfer such knowledge and actual transfer behaviour can be significantly increased by the influence of various individual and contextual factors. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The importance of engaging in workplace learning

2014 ◽  
Vol 28 (3) ◽  
pp. 25-27
Keyword(s):  
Informal Learning ◽  
Workplace Learning ◽  
Design Methodology ◽  
Social Impact ◽  
Middle Managers ◽  
Formal Learning ◽  
Content Type ◽  
Pertinent Information ◽  
Informal Settings ◽  
Practical Implications

Purpose – The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds impartial comments and places the articles in context. Findings – Despite organizations spending billions of dollars each year on formal learning, >70 per cent of learning in the workplace is informal. Employees are constantly picking up additional skills, knowledge and ideas in informal settings. This article identifies the informal learning activities and learning processes that middle managers find most useful in their work and careers. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Social implications – Provides strategic insights and practical thinking that can have a broader social impact. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Expertise – from the mouths of babes

2016 ◽  
Vol 30 (5) ◽  
pp. 22-24
Keyword(s):  
Informal Learning ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Formal Learning ◽  
Background Characteristics ◽  
Learning And Development ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Employees mostly learn informally by talking or collaborating with others, searching information online and feedback giving and seeking from colleagues and supervisors and reading. Next, it was found that organizational drivers, task and job drivers, personal drivers and formal learning influenced employees’ informal learning. Background characteristics, on the contrary, were not found to influence informal learning. Overall, within these categories, the following drivers had the greatest influence on informal learning: commitment to learning and development, feedback as well as interactions with and support from colleagues and supervisors. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Open innovation to enhance core technological competences

2017 ◽  
Vol 33 (11) ◽  
pp. 29-31
Keyword(s):  
Open Innovation ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Target Firms ◽  
New Knowledge ◽  
Core Areas ◽  
Pertinent Information ◽  
Technological Competences ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms need to be competent in different core technological areas to innovate and remain competitive. External knowledge and expertise through M&A can help supplement current capabilities. Companies should ideally choose target firms who are able to offer related yet new knowledge and expertise. This enables the acquiring firm to develop enhanced core and new core areas where capabilities are respectively limited or non-existent. Such arrangements have minimal value in existing core areas where the acquiring firm is already strong. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Survival lessons

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Small Businesses ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
The Difference ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Small businesses face some of the most challenging environments in which to succeed. Leadership within these organizations is what makes the difference, allowing success and longevity. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Small businesses during a global crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Emerging Economies ◽  
Small Businesses ◽  
Design Methodology ◽  
Reading Time ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Small businesses in emerging economies have been hit hard during the global COVID-19 pandemic. Utilizing key dynamic capabilities enables business models and strategies to be modified accordingly to provide these entrepreneurs with new opportunities that can help them achieve stability and survival. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Making the most of open innovation

2018 ◽  
Vol 34 (5) ◽  
pp. 14-16
Keyword(s):  
Case Studies ◽  
Open Innovation ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
New Knowledge ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Different knowledge boundaries can impede the likelihood of firms succeeding in their use of open innovation to optimize creativity. Gatekeepers have an important role to play in making these boundaries become more permeable and enabling more efficient acquisition and assimilation of new knowledge from diverse sources outside the organization. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.

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