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Research by Professor Richard Thorpe from 2003 to 2010 at Leeds University Business School (LUBS) on management learning and leadership in small and medium-sized enterprises (SMEs) has impacted three groups: (i) business education providers (universities, colleges and training organisations), who have used the research to improve the training and education they provide for SMEs; (ii) SME owner-mangers, who have been exposed to the research when attending business programmes, which has enabled them to build on their entrepreneurial behaviour and improve their strategic planning; (iii) government, regional and sector policymakers, who have used the research in policies designed to generate growth in SMEs.
Impact is primarily economic and organizational, resulting from more effective leadership processes and practices by small firm owner-managers. The mechanism of impact was a programme known as LEAD (leadership, enterprise and development), which drew a significant community of owner-managers of smaller firms in Greater Merseyside into the Management School, to enable them to use research findings about managerial and entrepreneurial learning, leadership and business support in the running of their firms. The resulting impacts were on management practices and processes, and firm performances. Practitioners engaging with the University of Liverpool Management School (ULMS) LEAD programme experienced turnover increases averaging 21%. The beneficiaries are small firms, their employees and business support partnerships.
This case study focuses upon enterprise and enterprise education. It describes the impact of intellectual endeavours in this area, mainly surrounding the production of a framework to foster entrepreneurial behaviour, and the emergence of an enterprise support approach that continues to support entrepreneurs.
Impact includes:
A persistent issue in UK government and policy has been national performance on development and improvement of workforce skills for international competitiveness, highlighted by The Learning Age (1998) and the Lisbon Agenda. Strengthening and alignment of workplace dialogue have been shown to lead to better understanding between those designing and those receiving training and development programmes. This case shows how research part-funded by trade unions has contributed to directly and indirectly shaping policy, leading to further funding targeted at changes in support by the Department for Business, Innovation and Skills (BIS). The result is improved performance in learning and training.
The Transforming Learning Cultures in Further Education (TLC) project, which UWE researchers led the design of and played a key role in undertaking, informed policy debates on a range of issues including the quality of teaching and learning in Further Education (FE) settings. Several FE sector teacher training programmes (e.g. Cardiff University) have changed aspects of their content as a consequence of this research, for example to help trainees better understand and develop a positive learning culture in their classrooms. This benefits the trainee teachers and, as a consequence, the learning outcomes for the students they work with. Processes to enhance the practice of established teachers in FE have been implemented as a consequence of this research, for example, City of Bristol College's peer mentoring scheme improves the skills of lecturing staff and outcomes for learners. The project also produced a book that has been widely adopted by FE managers and tutors to help them better understand and enhance the learning context in contemporary college and adult education environments, resulting in more effective teaching and learning. On a wider level the research findings have influenced national policy debates on issues around the funding, practice, and management of teaching and learning activities across the post-compulsory education sector, particularly in further education.
Research on unions and workplace learning has informed government and unions on the effectiveness and distinctiveness of union-led learning (ULL) in promoting adult learning and skills. On the basis of the research, the then Scottish Executive decided to provide funding for union-led learning from 2008 to 2011. The research findings have also contributed to priority setting for union learning funds, notably by directing funding towards the longer-term sustainability of ULL across Scotland, benefitting adult and particularly non-traditional adult learners. The research has also impacted on trade union policy on workplace learning and skills by informing strategic deliberations about how unions can generate member and union benefits from learning activities. It has also influenced union and employers' practices by linking skills acquisition and deployment, leading to improved working practices that benefit employers, employees and unions. Moreover, the evaluation framework developed in this research has informed approaches to evaluating ULL elsewhere in the UK, and robust evaluations using the framework have generated additional funds for learners in England at a time when other funding for adult learning has diminished.
Our research has impacted on the development of Small and Medium Sized Enterprises (SME) leadership and management policy and practice over the last decade. Through our knowledge exchange activities with the Council for Excellence in Management and Leadership, the Institute of Directors, the Northern Leadership Academy and the UK Commission for Employment and Skills, we have influenced policy, informed by the interests of the SME community. The research is cited in government White Papers and influential policy papers and continues to have impact at the local level through action learning to support SME development and at the national level through contributions by the Northern Leadership Academy to Government.
Profitnet®, established in 2004 by researchers at the University of Brighton's (UoB) Centre for Research in Innovation Management (CENTRIM), has influenced the performance of over 1,100 small businesses in the UK, Ireland and South Africa, working with the leaders of these businesses and affecting the working life of around 15,000 employees. The University has established 84 peer-to-peer networks in these countries, transforming the profitability and sustainability of the participating small companies. Evidence from the county of Sussex shows that Profitnet-participating firms in Sussex increased their gross profits by 9% while the overall population of small and medium sized enterprises (SMEs) in the county experienced a decrease of 15.2% in profits during the same time.
Our research on learning using mobile technologies has impacted on:
The North East of England has seen a rapid decline in traditional heavy industry, leading to high levels of unemployment. The Business School recognised that traditional pedagogies were less than effective at engaging managers within the region, and developed a programme of on-going research to inform management curriculum development. Initially the research focused on developing an innovative model of work-based learning, and has subsequently developed into four core themes of professional identity, inter-professional working, creativity and coaching. This case study describes the developments since 2001 and the resulting impact since 2008 on policy, local business and individuals.