http://hdl.handle.net/2173/1398 Sat, 18 May 2013 10:31:05 GMT 2013-05-18T10:31:05Z http://hdl.handle.net/2173/31913 Title: Innovation and organisational change: mobilising social capital through corporate entrepreneurship Authors: Jones, Oswald Abstract: This paper represents an attempt to integrate the concept of corporate entrepreneurship with the emerging literature on social capital. Corporate entrepreneurship (Burgelman, 1983) focuses on the activities of individuals who take-on responsibility for organisational innovation and change. Ideas associated with social capital draw attention to the importance of workplace relationships which provide resources for individuals based on mutual obligations, trust and expectations (Coleman, 1988). Empirical data are drawn from a long-term study of MFD a mature manufacturing firm located in a small town in north Wales. Change was initiated by the owner/managing director who was concerned about declining activity as the company lost its core business with the Ministry of Defence. The corporate entrepreneur was a middle manager who joined the company less than one year before the change programme began. Because he was new to the company, the corporate entrepreneur did not have reciprocal obligations to other employees and was able to identify a range of 'brokerage opportunities' (Burt, 1992) which he used to breakdown barriers between departments and between senior managers and other employees. Sun, 01 Dec 2002 00:00:00 GMT http://hdl.handle.net/2173/31913 2002-12-01T00:00:00Z http://hdl.handle.net/2173/13067 Title: Reflections on e-learning: pedagogy and practice in the corporate sector Authors: Macpherson, Allan; Elliott, Meg; Harris, Irene; Homan, Gillian Abstract: The majority of the articles on e-learning inform organisations on its perceived benefits of flexibility, cost and breadth of coverage. The disadvantages are largely ignored. The pedagogical debate on e-learning concentrates on the delivery of elearning within a traditional educational forum and does not examine trends within a corporate environment. This study reflects on the directions and experiences of organisations in the FTSE 250 that are implementing e-learning. It concludes that the advantages of an online pedagogy are not fully exploited due to limitations in technology and other strategic priorities. In addition, a number of lessons have been learned by the pioneers of corporate e-learning, including the evolutionary nature of the programmes and the need to create ‘organisational readiness’. Further research is essential to consider all stakeholders’ experiences of e-learning, and the learner’s voice is significant by its absence in the debate. Wed, 01 Jan 2003 00:00:00 GMT http://hdl.handle.net/2173/13067 2003-01-01T00:00:00Z http://hdl.handle.net/2173/13066 Title: Training approaches, preferences and outcomes in manufacturing SMEs Authors: Jayawarna, Dilani; Macpherson, Allan; Wilson, Alison Abstract: Unlike previous studies which concentrate only on formal training, this is a detailed empirical analysis of the influence of formal and informal training on performance in manufacturing SMEs. Findings indicate that, while SME managers may prefer informal approaches, formal training is a targeted activity that contributes more significantly to performance than informal training. However, the approach and influence of training is dependent on contingent factors. A model is proposed for a detailed study of these contingent factors using a multivariate statistical analysis. Findings also suggest that policy support for SMEs should be idiosyncratic and requires a detailed understanding of context. Mon, 01 Nov 2004 00:00:00 GMT http://hdl.handle.net/2173/13066 2004-11-01T00:00:00Z http://hdl.handle.net/2173/13040 Title: Social dilemmas: what if not everybody knows that everybody knows that everybody is rational? Authors: Izquierdo, Luis R.; Gotts, Nicholas M.; Polhill, J. Gary; Edmonds, Bruce Abstract: In this paper social dilemmas are modelled as two-player games. In particular we model the Prisoner’s Dilemma, Chicken and Stag Hunt. When modelling these games we assume that players adapt their behaviour according to their experience and look for outcomes that have proved to be satisfactory in the past. These ideas are investigated by conducting several experiments with an agent-based simulation model in which agents use a simple form of case-based reasoning. It is shown that cooperation can emerge from the interaction of selfish case-based reasoners. In determining how often cooperation occurs, not only what Agents end up doing in any given situation is important, but also the process of learning what to do can crucially influence the final outcome. Agents’ aspiration thresholds play an important role in that learning process. It is also found that case-based reasoners find it easier to cooperate in Chicken than in the Prisoner’s Dilemma and Stag Hunt. Mon, 01 Nov 2004 00:00:00 GMT http://hdl.handle.net/2173/13040 2004-11-01T00:00:00Z