Networking among small and medium-sized enterprises - meeting the challenge of

promoting safety and health measures to SME’s.

Hans Jørgen Limborg & Maya Flensborg Jensen, TeamArbejdsliv - Denmark

Point of departure

• Our hypothesis is that SME’s are influenced stronger by the networks they are part of than other external actors

• But we need to identify the mechanisms the ‘drive’ the process

Background of the project• Current research on SME’s and OHS:

– Reasonable knowledge about regulation – but difficulties to meet demands for formalised OHS practise (Hasle et al 2004, Forteyn et al 97)

– They have limited resources but responses to external pressure (Champoux & Brun 2003, Hasle & Limborg 2006)

– Questions of OHS are approached with the same informal approach as the task of management (Walters 2001, Axelsson 2002)

– Local and sectorial networks are important to them (Birgersdottir 2002, Johansson 98, Limborg & Mathiessen 2010)

The objectives

Objectives of the project and the paper:•To provide knowledge on how ”networks among SME’s can be a catalyst for general policy instruments aiming to improve OHS•To assess if Pawsons generative model of causation and network theory enhances our understanding of the mechanisms that will motivate a network to develop higher standards of OHS.

The project - idea, data and methodology

• Two existing networks among small dairies (21) and microbreweries (26) received funding from The Dansih National Prevention Fund for development projects

• The projects aimed to reduce MSD – which is a problem in both sectors – by developing practical and low cost tools

• The projects ran from 2010 to 2012• Our Data: Qualitative interviews (17) with key persons,

documents, company visits and project evaluations.

Programme theory* of both prevention projects

The network as context: Open culture and tradition for cooperation, organised meeting opportunity , limited resources, a “we” in

opposition to the large company, focus on quality

External mechanism

The network

*Pawson: Realistic evaluation

The implementation theoryPolicy instruments:

Prevention project

The network

The network context: Open culture and tradition for cooperation, organised meeting opportunity ,

limited resources, a “we” in opposition to the large company, focus on quality

Skilled advisors

External mechanisms:

Prevention fund

Labour Ínspection

Financial support from Prevention Fund

2020- actionplan reduction of MSD

•Projectorganisation•Mapping of exposure •Catalogue of good ideas

Committee”Front runners”

• Development of prototypes

• Real time testing

Test companiesFollowers,Supplyer

• Implementation of aids

• Utilisation• ”Open house” dissemination of experience

Safety commitee

•Fewer notes from L.I.

• Price for best project 2011

•New generally accepted standard

•Reduced number of heavy lifts

•Reduced sick leave

Outcome

Mechanism 1: External support to project & presure from L.I.

Mechanism 2:•“Handshake” - trust among network participants•Skillful Consultant – able to push

Mechanism 3:Development and testning in real lifeWorkers participationGood relation to supplyer

Mechanism 4:• Curiosity from peers• Accessibility to experiences – “Pact on openness”•Willingness to share

Mechanism 5:Sustainability

Internal context: History, knowledge and experience related to OHS

Primary context: The network

Secondary context: Labour inspection, unions and society

Mechanisms in a network

National regulationLabour inspection

I spite of identical programme theories the projects developed very different.

Mechanism Dairies Breweries

External External pressure +++ ++

External funding +++ +++

Professional support +++ +(+)

Internal Trust within network ++ ++

Pact on openness in relation to the project

+++ (+)

Shared commitment to standards

+ -

Conclusion• SME’s/owner manager values are influenced by their peers in

networks, also in relation to OHS• It is possible to push networks to take up OHS• But these ’mechanisms’ are essential:• External

– They face inspection, receive funding and have access to relevant support (stick, carrot and sermon)

• Internal– The network give priority to OHS– Frontrunners take the lead and inspire– The network are build upon mutual trust– The network make a pact on openness and share knowledge

• Sustainability is dependant on continued focus on OHS

Trust in networks

Thank you for listeninghjl@teamarbejdsliv.dk