Competitividade de PME (Competitivness of SMEs) Mesa Redonda (Round Table)

FRITZ CHANGE AB

Florianopolis (Brazil)November 16th - 18th 2011

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Competitividade de PME(Competitivness of SMEs)

Mesa Redonda(Round Table)

Dr. Ing. Peter Friedrich (Projeto PME Dinâmicas – FP7)

Fritz Change AB (Sweden)in cooperation with Wiesbaden Business School

[email protected]

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Samstag, 22. Oktober 2011

Competitiveness in a turbulent world?- Indicators for Success -

Do you know what kind of competence to ask for and the PEOPLE who are competent to do this!!

Do you understand the need for interaction and cooperation!!!

YES NO

Are you aware of that turbulence can occur? ?

Are you fit to detect (different kinds of) turbulence? ?

Can you communicate turbulence in the company? ?

Can you handle turbulence in the company? ?

Can you handle turbulence in your business network?

?

Can you learn from handling turbulence? ?

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Competences in distinquishing between essential and inessential information

Competences in discovering trends in the branch are important

SME!! PyME!! PME!!

Source: VOX Barometer

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Spreading essential information to the right recipients!!

Source: VOX Barometer

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DUI-mode: an experienced-based mode of learning based on doing, using and interacting.

DoingUsing

Interacting

STI-mode: a mode of innovation based on the production and use of codified scientific and technical knowledge

ScienceTechnologyInnovation

Which mode are you heading for ….. ………………to learn to manage turbulences in SMEs??

I. Do you have a balanced understanding of learning for competitiveness and innovation???

balance between two modes of learning and innovation*

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ENABLERS /Tools


Indicators by Lundvall (2004)

LEARNING IN THE DUI-MODE Operationalisation by Jensen et al (2004) Operationalisation and

development by Lorenz (2004)

Strategies for SMEs??Or only for big companies??

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On the level of the firm:

Reconsider knowledge management strategies

(1)Prescribe the use of ICT as tools for codifying and sharing knowledge?

(1) Do you emphasize the role played by informal communication and communities of practices to mobilize tacit knowledge, for proactive problem-solving and learning??

Important IMPLICATIONS of DUI + STI Mode

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level of the whole economy:

Reconsider and combine approaches to national innovation systems

(1)Focuse on the role of formal processes of R&D in order to produce explicit and codified knowledge

(2) Do you focuse on the learning from informal interaction within and between organisations which can result in competence-building, often with tacit elements???

Important IMPLICATIONS of DUI + STI Mode

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Intertwinning takes time!But turbulence moves fast!

Do we take the time in the right moment?

Are we proactive enough?

Development of Competences for Turbulences

II. Are there processes of intertwinning in your company?

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Concluding Question

How can we (researchers) support SMEs to become competitive in a turbulent environment????

Action Research for the development of tools and processes for handling

turbulence?!

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Is Action-Oriented Research conducive for SMEs*??

*Source: Daniel/Wilson 2004)

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Action research is research about change of practice with practioners

AR is about practice and the results are then offered by scholars for the use by practioners

Do You want that somebody independent tells you what to change in your practice???

Consulting work is work only done for practioners

What is Action Research doing for you?

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AGENDA WorkShop①Turbulence and Action Research②Short Introduction to AR (Goals, Objectives + Success criteria)③Expectations of the participants

④Action Research Process

⑤Examples and Results from AR

⑥How to make AR work (Tools)Moderator Tools, Role of ARer, Organisational Infrastructure for AR, Control of ethical issues,

⑦Shortcomings of AR

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Action research – a tool to empower SMEs in a turbulent environment

MINI-WorkshopFriday November 18th: 8.30-12.15

Dr. Ing. Peter FriedrichFritz Change AB (Sweden)

in cooperation with Wiesbaden Business [email protected] 14

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OBRIGADO!! Thank You!

Gracias!! Grazie!!

Danke!!!!Tack!!!

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Action Research and Turbulence (1)

..the turbulent field is an environment in which the shared ’common ground’ is in motion… (see Causal Texture Theory Emery/Trist 1965)

??? The shared common ground for SME

??? Is action research an adequate methodology to handle turbulence?

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Dual objectives of action research…

”…to contribute both to the practical concerns of people (in SME) in an immediate problematic situation and to further the goals of social science simultaneously.…there is a dual commitment in action research to study a system and concurrently to collaborate with members of the system in changing it in what is together regarded as a desirable direction. !!!!!...accomplishing this twin goal requieres the active collaboration of researchers and ’client’, and thus it stresses the importance of co-learning as a primary aspect of the research process…”

(Gilmore/Krantz/Ramirez 1986)

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Or 5 Phases (Susman 1983)

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Critical Path for Developing Innovation Competencies (Output Paper/EU, 2004)

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More production innovation then process innovation

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Source: Economic Commission for Africa/2004

Turbulence???“changes in causal interconnections in the environment”

A common model for competitiveness

Trend: Competitiveness by Innovation and through competences for innovation

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Dialoque about training offers gives result

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An Example from Norway with focus on learning: The Vox Barometer

To be competent in a turbulent environment

The Vox Barometer is a nationwide, biannual, quantitative survey monitoring the basic skills situation in the adult population in Norway.

The barometer has paid particular attention to on-the-job learning in relation to innovative competences in Norway.

Each year the spring edition of the barometer focuses on attitudes among the leaders and management of enterprises and the autumn edition on attitudes in the whole population

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A SMEs competence for innovation and higher competitiveness is the result of the intertwinning of actions on four levels:

Individual Team Organisation (CompanyLevel) Network

Need for the development of Tools/Methods to approach and intertwin all levels

II. Need for Intertwinning

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Indicators by Lundvall (2004)

LEARNING IN THE STI-MODE Operationalisation by Jensen et al (2004)

Operationalisation and development by Lorenz (2004)

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Need for people who are competent to ”keep an eye on turbulence!!”

???How can we achieve this???

I. Balanced understanding of learning for competitiveness and innovation

&/=

II. Intertwinning of actions between different organisational

levels

Competitividade de PME (Competitivness of SMEs) Mesa Redonda (Round Table)

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