Suchergebnisse

Limited research has been undertaken with respect to strategy processes that are being used by regional economic development organisations. While there are suggestions for the ideal content of regional economic development strategies, the processes by which these organisations develop and implement strategy have not been investigated. This paper documents an exploratory research project that utilises a case study methodology to identify and consider the processes applied in three different regional economic development organisations. In order to appreciate the context of regional strategy development, theory on regions, collaboration and strategy is integrated to develop a detailed theoretical framework. The presence or absence of individual elements in this framework within each of the three cases was explored deductively through a review of internal documents and semi-structured interviews. Elements were analysed within and across cases to identify similarities and differences in the way strategy was being applied within each particular context. The research found that relationships were important to the continuing future of the organisations. Long term planning was absent in all cases and this absence was attributed to contextual factors such as a dynamic external environment, and a dependence on government funding leading to short term planning cycles. There was also a lack of clarity regarding organisational goals. The processes utilised in all cases most closely matched Mintzberg and Waters' (1998) umbrella strategy, however, all organisations lacked a strategic approach. A model was developed to depict the most significant elements of collaborative regional strategy implementation. The need for further research to investigate these potential relationships was indicated.

There is a need for effective support mechanisms for high growth entrepreneurial businesses, the entrepreneurs, typically, know they need help with specific challenges such as selling and fund raising and they can certainly benefit from the right type of advice. However, they are also likely to need something more extensive – reality checks on what they are doing; 'wise counsel' to help them with key decisions; advice on team building. Arguably the general business adviser available to them through publicly funded programmes will not provide these, nor will entrepreneurs be enthusiastic about paying a consultant when they are trying to conserve cash in their business. Hence there is a demand for a mentor, who might well be volunteering, either independently or via a public programme. It is not unusual for governments to seek to support start-up businesses through help from mentors such as successful social entrepreneurs and retired business people. These mentors can provide the business "enabling" that start-ups and growth business need but cannot afford. Although there are many approaches to mentoring there is little empirical research that examines the roles and activities of successful mentors in the small business environment. This paper aims to identify key issues concerning business mentoring and the mechanisms that participants in the process use to engage one another. It uses a programme in Queensland, Australia, as a database.

Small and medium enterprises (SMEs) are constantly confronting formidable and competitive challenges. In their midst, to stay abreast of larger firms or international markets, a small number is still able to insulate themselves fromthe pervasive effects of competition, technology advancement and dynamic environments. These SMEs have to be flexible and adaptive, which necessitates technical skills, knowledge and capacity to survive as viable entrepreneurial organisations. Many SMEs face difficulties in responding to such challenges because they lack the absorptive capacity or capabilities in the organisation. This study focuses on how virtual or knowledge networks can build innovative capabilities in SMEs and investigates the absorptive capacity evident to facilitate capability development through a mentoring program. The data collected involved a series of interviews and workshops with firms, mentors and local and state government representatives.