Este artículo presenta una herramienta para evaluar de una forma rápida los enfoques y prácticas de innovación de una PYME. Para el desarrollo del modelo de madurez propuesto (IM2), se ha realizado una revisión de la literatura que se ha centrado en las buenas prácticas relacionadas con la innovación y su gestión. La experiencia de implantación muestra la bondad de la herramienta a la hora de focalizar la innovación en áreas estratégicas de la empresa, así como un método práctico para el fomento de la innovación en las PYMEs a través de una “receta paso a paso”.
Purpose This paper aims to analyze how integration into global value chains has impacted the evolution of the Basque machine tool cluster from the 1990s to the present day. Design/methodology/approach The study was carried out in three steps. First, a comparative analysis was made of the renewal process of the 1990s and the current situation. Next, a quantitative analysis was undertaken to test whether the cluster has entered a new maturity period, and finally, qualitative data was gathered about the past and present challenges facing the companies in the cluster. Findings The empirical evidence of the present study shows that integration into global value chains has led to a hierarchization of the strategic trajectories and performances of the companies in the cluster. Additionally, evidence of a sustained period of new maturity and decline has been observed. The period of maturity and foreseeable challenges of the coming years were mentioned repeatedly during the interviews. Research limitations/implications Although the participants in the interviews were relevant individuals with a broad view of the cluster’s situation, their limited number and the lack of representation of companies that closed down during the renewal process, despite the efforts made by the authors, could be considered a limitation. Practical implications This paper sheds some light on the renewal/transformation period facing the cluster. Several of the main challenges and two extreme, hypothetical scenarios are discussed. The companies in the cluster will have to establish a position somewhere between those two scenarios. Social implications This paper presents two possible cluster transformation scenarios. The authors offer suggestions as to how to go about transforming the cluster with a view to secure a better position for dealing with future challenges. Originality/value Using quantitative and qualitative data, the paper reflects on the hierarchization and decline of the Basque machine tool cluster and provides new insight into the transformation and renewal needs of the cluster in a globally competitive environment.
Purpose: This article presents the process followed for the definition, application and evaluation of a Strategy oriented method of identifying and prioritising Knowledge Management (KM) initiatives in small to medium enterprises.Design/methodology/approach: To develop the method, the research team conducted a review of literature about existing business strategies and processes and models of maturity in KM. Based on that, a first version of a method was proposed. Subsequently, a contrast was made through a focus group composed of regional development centres, new company promotion agencies and industry representatives. Then, a four-step method, named KM-EZAGUTUZ, for the identification and prioritisation of KM initiatives in SMEs was proposed. Then, a field test was performed in five companies.Findings: The conclusions obtained through the research show the validity of the method for SMEs to identify and prioritise KM initiatives.Research limitations/implications: More field test should be done to confirm the validity of the method and improve it.Practical implications: The method, developed and supported in a prototype tool, helps companies to determine and prioritise actions for a better KM in accordance with company strategies, in a short period of time. In addition, the method supports a common understanding of the strategic vision of the organisation among the participants in the process.Social implications: Management practices are usually designed for medium and large companies. The significant resources required make it difficult for SMEs to benefit from their implementation. Given that SMEs account for a large share of employment in countries and that they need to manage knowledge effectively, this research helps to address this important socio-economic need.Originality/value: The method described in the article combines Strategy, Knowledge Management and a user friendly identification and prioritization tool adapted to SMEs.
Purpose: In order to achieve excellence, outsourced maintenance contractors in Oil&Gas sector play a key role due to the important impact of their task on security, availability and energy consumption. This paper presents the process followed in order to implement a Supplier Development Program in a refinery using Company Maturity Model (CoMM) and the results obtained in three cases validating the method to obtain a strategic improvement project medium term grid.Design/methodology/approach: The methodology followed consists of constructing a CoMM capturing the knowledge existing in the refinery and applying it with three supplier improvement teams. Findings and conclusions have arised through an observation of the three processes and extracting common conclusions.Findings: The resulting CoMM has been used for self-assessment by three suppliers and has demonstrated its potential to define a medium-term improvement project road map validated by the customer. Furthermore, during the design and application processes, the contribution of CoMMs to the SECI process of knowledge management has been observed.Practical implications: The use of CoMMs in a service contractor context can be applied in other sectors. It contributes to alignment of targets between the supplier and customer companies and to knowledge sharing inside both firms.Originality/value: Maturity models in many transversal fields (CMMI, EFQM, BPMM, PEMM, etc.) have been thoroughly studied in the literature. Less effort has been made analysing the case of using maturity models constructed and implemented by a company for its specific purposes. In this paper, the process followed by a company to establish a Supplier Development Process using CoMMs is described.
Purpose: This article reports on a study of greenhouse gases emitted by industrial manufacturing sectors and gives insights into the appropriate orientation of emission reduction public programmes for better efficiency.Design/methodology/approach: For this study, a classification of industrial manufacturing sectors based on their greenhouse gas emissions profiles was performed. Using economic data on the consumption of energy sources and a conversion process to obtain an estimation of greenhouse gas emissions, a profile of the direct/indirect emissions, concentration of emissions, total emissions and electrification level of each sector was developed. Finally, the sectors were segmented into four groups.Findings: The emissions profile of each of the identified sector segments features specific characteristics; therefore, public programmes promoting greenhouse gas reduction should be specific to each segment. Special attention should be given to the segment that features a large amount of emissions concentrated in a relatively low number of firms and a low level of electrification but appears to use public funds disproportionate to their emissions.Research limitations/implications: Due to the lack of data, some big emitter sectors, such as extractive industries and petroleum refining industries, are not included in the study.Practical implications: Public programmes should consider different approaches to reducing greenhouse gas emissions based on sectoral segmentation. General projects are proposed for each of the identified segments.Social implications: Improved public programmes should foster the reduction of greenhouse gas emissions and the United Nation’s Sustainable Development Goals 7 and 12.Originality/value: The methodology proposed in this paper allows research to go beyond consideration of the local emissions of an industry to measure its direct and indirect emissions and focus on the firms that should invest in reducing them.
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