... for. Knowledge transfer Universities Small to medium‐sized enterprises Studies have shown that knowledge transfer from higher education to business is highly beneficial because it leads to innovation and regional development (Blaxter et al. (1998) ; Fukugawa (2005) ; Johnson and Tilley (1999...

... small to medium‐sized enterprises (SMEs). Furthermore, the majority of empirical studies in this area focus on large firms while research on smaller firms is underdeveloped. The aim of this paper is to investigate the impact of the sources of knowledge on the performance of technology manufacturing...

... Publishing Limited 2009 Universities Companies Knowledge transfer Small to medium‐sized enterprises Organizational change Process management The form of university‐industry knowledge co‐production implicit within facilitating service innovation may mean that the university partner has...

... discrepancies. Robert Bradshaw can be contacted at: rbmar@dmu.ac.uk © Emerald Group Publishing Limited 2008 Workplace training Small to medium‐sized enterprises Market orientation Learning industry Textile industry United Kingdom This paper discusses research findings associated...

... learning environment. This model will provide value to designers of virtual learning environments and funded support providers. Robert J. Harris can be contacted at: r.j.harris@wlv.ac.uk © Emerald Group Publishing Limited 2008 Knowledge transfer Learning Small to medium‐sized enterprises...

... can be contacted at: javed.hussain@bcu.ac.uk © Emerald Group Publishing Limited 2008 Ethnic minorities Owner‐managers Financial information Knowledge management Small to medium‐sized enterprises United Kingdom It is generally recognised that Small and Medium‐Sized Enterprises...

...@wlv.ac.uk © Emerald Group Publishing Limited 2008 Communication technologies Small to medium‐sized enterprises United Kingdom For many SMEs innovation is not about “blue‐sky” research and leading edge technology, but rather the adoption of new technologies to enhance efficiency...

...‐managers Training needs Business development Small to medium‐sized enterprises England Park and Bae (2004) confirm that “management ability” is one of the most influential factors in the successful growth of new ventures. This can be achieved either through experience or training, both...

... ; McDermott et al., 2006). Cecilia Hegarty can be contacted at: cb.hegarty@ulster.ac.uk © Emerald Group Publishing Limited 2008 Knowledge transfer Graduates Individual development Small to medium‐sized enterprises Ireland Graduate behaviour is a common metric used...

... can be contacted at: dhliwayos@yahoo.com © Emerald Group Publishing Limited 2008 Entrepreneurialism Workplace learning Small to medium‐sized enterprises Experiential learning South Africa This is a conceptual paper. It provides a prospective model for experiential or work...

... Matlay can be contacted at: harry.matlay@bcu.ac.uk © Emerald Group Publishing Limited 2008 Vocational training Education Small to medium‐sized enterprises Research United Kingdom As a reader, contributor and, for the last eight years, Guest Editor of a double special issue...

... Group Publishing Limited 2007 Training methods Small to medium‐sized enterprises Business policy United Kingdom Within SME research there are a number of studies examining the association of organizational characteristics with strategies, decisions, approaches to management...

... the psychological contract (e.g. DeVos et al., 2005), employees seek various things in return from their employers. Recruitment Social capital Small to medium‐sized enterprises There are few, if any, organizations today that would not agree with the premise that people are the most...

...Harry Matlay; Janice Jones Purpose The purpose of this paper is to compare and contrast the extent and nature of Vocational Education and Training (VET) vis‐à‐vis other forms of training in three size categories of small‐to‐medium‐sized enterprises (SMEs) from two industry sectors...

..., ANOVA, Chi‐square and simple descriptive statistics. Findings The paper finds that managers of small‐medium sized manufacturing enterprises perceive six discrete and important areas where management development is necessary. The results indicate that development needs change as the firm grows...

... small and medium‐sized enterprises (SMEs). It is argued that the clash of expectation and experience provides scope for personal development and learning. Particular emphasis is therefore given to surprises encountered by students and how sense was made of these. © Emerald Group Publishing Limited...

..., small‐ and medium‐sized enterprises shall (Müller, 2000, p. 19): act in a market‐oriented way, i.e. to best respond to customer needs; open up new markets with existing products; efficiently organise flows of work; motivate employees; improve market development procedures and methods...

...Harry Matlay; John Allan; Naomi Lawless Purpose The purpose of the paper is to research the stress caused to small to medium‐sized enterprise (SME) staff by online collaboration. It aims to investigate online team roles as possible stressors. Design/methodology/approach The paper is based...

...Harry Matlay; Janice T. Jones Purpose The purpose of this article is to examine the factors influencing the provision of increased training in Australian manufacturing small and medium‐sized enterprises (SMEs) that have embarked upon different growth development pathways. Design/methodology...

...Harry Matlay; Graham Beaver; Kate Hutchings Purpose The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key issues around training, development and education as well...