715 resultados para small- and medium-sized enterprises (SMEs)


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Introducción: Las estadísticas de siniestralidad laboral son el negativo de las condiciones de trabajo de la economía de un país. Las indeseables condiciones de trabajo que predominan en la actualidad probablemente sean consecuencia de las crecientes contrataciones temporales lo cual conduce a que se incrementen los accidentes de trabajo, debido a la pobre inversión en el área de riesgos laborales. Objetivo: Evaluación de la siniestralidad en pequeñas y medianas empresas de los sectores económicos de la regional centro en una aseguradora de riesgos laborales, Colombia, 2014. Materiales y métodos: Estudio tipo observacional descriptivo, retrospectivo, realizado a 14.994 eventos calificados como accidentes de trabajo en una aseguradora de riesgos laborales dela regional centro durante Enero a Diciembre del años 2014. Resultados: La mayor incidencia de accidentalidad fue en el sector económico de establecimientos financieros, seguros, actividades inmobiliarias y servicios a las empresas, con un 36.9%. Se encontró que el riesgo que genero mayor accidentalidad fue caída a nivel con un 17.2%. El grupo diagnostico que predomino fue el de heridas superficiales y heridas abiertas con un 77.4%. El tipo de atención que genero mayores atenciones fue la atención ambulatoria con 93.1%. Conclusión: El sector económico que se vio mayormente afectado en accidentalidad laboral fue el de establecimientos financieros, seguros, actividades inmobiliarias y servicios a las empresas. Al asociar dicho sector económico con el tipo de riesgo se determinó que el riesgo por lesión en accidente deportivo fue de un 61%, predisponiendo este al desarrollo de accidentalidad laboral. Por lo anterior se deben hacerr estrategias de intervención de prevención y promoción en las pequeñas y medianas empresas y como consecuencia disminuir las tasas de siniestralidad e impactar de manera positiva en la salud de los trabajadores, en las tasas de ausentismo laboral y el costo asistencial.

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Over the past two decades there has been a profusion of empirical studies of organizational design and its relationship to efficiency, productivity and flexibility of an organization. In parallel, there has been a wide range of studies about innovation management in different kind of industries and firms. However, with some exceptions, the organizational and innovation management bodies of literature tend to examine the issues of organizational design and innovation management individually, mainly in the context of large firms operating at the technological frontier. There seems to be a scarcity of empirical studies that bring together organizational design and innovation and examine them empirically and over time in the context of small and medium sized enterprises. This dissertation seeks to provide a small contribution in that direction. This dissertation examines the dynamic relationship between organizational design and innovation. This relationship is examined on the basis of a single-case design in a medium sized mechanical engineering company in Germany. The covered time period ranges from 1958 until 2009, although the actual focus falls on the recent past. This dissertation draws on first-hand qualitative empirical evidence gathered through extensive field work. The main findings are: 1. There is always a bundle of organizational dimensions which impacts innovation. These main organizational design dimensions are: (1) Strategy & Leadership, (2) Resources & Capabilities, (3) Structure, (4) Culture, (5) Networks & Partnerships, (6) Processes and (7) Knowledge Management. However, the importance of the different organizational design dimensions changes over time. While for example for the production of simple, standardized parts, a simple organizational design was appropriate, the company needed to have a more advanced organizational design in order to be able to produce customized, complex parts with high quality. Hence the technological maturity of a company is related to its organizational maturity. 2. The introduction of innovations of the analyzed company were highly dependent on organizational conditions which enabled their introduction. The results of the long term case study show, that some innovations would not have been introduced successfully if the organizational elements like for example training and qualification, the build of network and partnerships or the acquisition of appropriate resources and capabilities, were not in place. Hence it can be concluded, that organizational design is an enabling factor for innovation. These findings contribute to advance our understanding of the complex relationship between organizational design and innovation. This highlights the growing importance of a comprehensive, innovation stimulating organizational design of companies. The results suggest to managers that innovation is not only dependent on a single organizational factor but on the appropriate, comprehensive design of the organization. Hence manager should consider to review regularly the design of their organizations in order to maintain a innovation stimulating environment.

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The objective of this work consists of considering a script so that operating companies in the telecommunications sector, mainly small and medium-sized enterprises, can reach excellency in its operations and get, thus, conditions to compete with companies consolidated in its niche of market. The proposal intends to lead the enterprises to a level of qualification of processes that to become them apt to adopt the Six Sigma method as part of its culture. From the analysis of the essential processes of the sector, methods and tools will be suggested for guarantee the continuous improvement of these processes, without forgetting the internal peculiarities of each company

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Includes bibliography

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Pós-graduação em Ciência da Informação - FFC

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Bei Einzel‐ und Kleinserienfertigung müssen sowohl langfristige Kooperationspartner als auch auftrags-spezifische, internationale Partner und Lieferanten in die Produktion komplexer Investitionsgüter einbezogen werden. Zunehmend sind kleine und mittlere Unternehmen (KMU) herausgefordert nicht nur technische Komponenten zu liefern, sondern die komplette Projektplanung zu realisieren. Im Forschungsprojekt „PIP“ soll ein Verfahren entwickelt werden, das gerade KMU des Maschinen- und Anlagenbaus bei der aufwandsmi-nimierten Partner- und Lieferantenauswahl sowie der Einschätzung möglicher Projektrisiken unterstützt. Der vorliegende Artikel beschreibt Rahmenbedingungen beim Aufbau projektspezifischer Produktionsnetzwerke sowie Lösungsansätze zu deren verbesserter Planung und Risikobewertung.

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In dem vorliegenden Beitrag wird ein Ansatz zur Integration von Energiekosten in bestehende Fertigungssteuerungsverfahren vorgestellt. Das entwickelte Verfahren basiert auf dem Ansatz der Belastungsorientierten Auftragsfreigabe (BOA) und berücksichtigt schwankende Strompreise aufgrund der zunehmenden Einspeisung regenerativer Energien in das Stromnetz. Die Weiterentwicklung ermöglicht besonders kleinen und mittleren Unternehmen (KMU) die Einsparung von Energiekosten durch organisatorische Maßnahmen der Fertigungssteuerung ohne kapitalintensive Investitionen.

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This chapter presents an evaluation and initial testing of a meta-application (meta-app) for enhanced communication and improved interaction (e.g., appointment scheduling) between stakeholders (e.g., citizens) in cognitive cities. The underlying theoretical models as well as the paper prototype are presented to ensure the comprehensibility of the user interface. This paper prototype of the meta-app was evaluated through interviews with various experts in different fields (e.g., a strategic consultant, a small and medium-sized enterprises cofounder in the field of online marketing, an IT project leader, and an innovation manager). The results and implications of the evaluation show that the idea behind this meta-app has the potential to improve the living standards of citizens and to lead to a next step in the realization and maturity of the meta-app. The meta-app helps citizens more effectively manage their time and organize their personal schedules and thus allows them to have more leisure time and take full advantage of it to ensure a good work-life balance to enable them to be the most efficient and productive during their working time.

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In training networks, particularly small and medium-sized enterprises pool their resources to train apprentices within the framework of the dual VET system, while an intermediary organisation is tasked with managing operations. Over the course of their apprenticeship, the apprentices switch from one training company to another on a (half-) yearly basis. Drawing on a case study of four training networks in Switzerland and the theoretical framework of the sociology of conventions, this paper aims to understand the reasons for the slow dissemination and reluctant adoption of this promising form of organising VET in Switzerland. The results of the study show that the system of moving from one company to another creates a variety of free-rider constellations in the distribution of the collectively generated corporative benefits. This explains why companies are reluctant to participate in this model. For the network to be sustainable, the intermediary organisation has to address discontent arising from free-rider problems while taking into account that the solutions found are always tentative and will often result in new free-rider problems.

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Les réseaux d'entreprises formatrices constituent un modèle du système de formation professionnelle en alternance Suisse. Petites et moyennes entreprises peuvent ainsi mutualiser la formation des apprentis. Quelles raisons poussent les entreprises à participer à ce nouveau type d’organisation ? Quels conflits et tensions naissent au sein de ces réseaux ? Les analyses s’appuient sur quatre cas de réseaux et sur la théorie de l'économie des conventions. Ces réseaux naissent d’une pluralité de motifs de participation, source d’insatisfaction dans les entreprises et de conflits dans les réseaux tout au long du parcours de formation.

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Sob as condições presentes de competitividade global, rápido avanço tecnológico e escassez de recursos, a inovação tornou-se uma das abordagens estratégicas mais importantes que uma organização pode explorar. Nesse contexto, a capacidade de inovação da empresa enquanto capacidade de engajar-se na introdução de novos processos, produtos ou ideias na empresa, é reconhecida como uma das principais fontes de crescimento sustentável, efetividade e até mesmo sobrevivência para as organizações. No entanto, apenas algumas empresas compreenderam na prática o que é necessário para inovar com sucesso e a maioria enxerga a inovação como um grande desafio. A realidade não é diferente no caso das empresas brasileiras e em particular das Pequenas e Médias Empresas (PMEs). Estudos indicam que o grupo das PMEs particularmente demonstra em geral um déficit ainda maior na capacidade de inovação. Em resposta ao desafio de inovar, uma ampla literatura emergiu sobre vários aspectos da inovação. Porém, ainda considere-se que há poucos resultados conclusivos ou modelos compreensíveis na pesquisa sobre inovação haja vista a complexidade do tema que trata de um fenômeno multifacetado impulsionado por inúmeros fatores. Além disso, identifica-se um hiato entre o que é conhecido pela literatura geral sobre inovação e a literatura sobre inovação nas PMEs. Tendo em vista a relevância da capacidade de inovação e o lento avanço do seu entendimento no contexto das empresas de pequeno e médio porte cujas dificuldades para inovar ainda podem ser observadas, o presente estudo se propôs identificar os determinantes da capacidade de inovação das PMEs a fim de construir um modelo de alta capacidade de inovação para esse grupo de empresas. O objetivo estabelecido foi abordado por meio de método quantitativo o qual envolveu a aplicação da análise de regressão logística binária para analisar, sob a perspectiva das PMEs, os 15 determinantes da capacidade de inovação identificados na revisão da literatura. Para adotar a técnica de análise de regressão logística, foi realizada a transformação da variável dependente categórica em binária, sendo grupo 0 denominado capacidade de inovação sem destaque e grupo 1 definido como capacidade de inovação alta. Em seguida procedeu-se com a divisão da amostra total em duas subamostras sendo uma para análise contendo 60% das empresas e a outra para validação (holdout) com os 40% dos casos restantes. A adequação geral do modelo foi avaliada por meio das medidas pseudo R2 (McFadden), chi-quadrado (Hosmer e Lemeshow) e da taxa de sucesso (matriz de classificação). Feita essa avaliação e confirmada a adequação do fit geral do modelo, foram analisados os coeficientes das variáveis incluídas no modelo final quanto ao nível de significância, direção e magnitude. Por fim, prosseguiu-se com a validação do modelo logístico final por meio da análise da taxa de sucesso da amostra de validação. Por meio da técnica de análise de regressão logística, verificou-se que 4 variáveis apresentaram correlação positiva e significativa com a capacidade de inovação das PMEs e que, portanto diferenciam as empresas com capacidade de inovação alta das empresas com capacidade de inovação sem destaque. Com base nessa descoberta, foi criado o modelo final de alta capacidade de inovação para as PMEs composto pelos 4 determinantes: base de conhecimento externo (externo), capacidade de gestão de projetos (interno), base de conhecimento interno (interno) e estratégia (interno).

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Drawing knowledge from external sources in the UK, or internationally, has become increasingly important to small and medium-sized firms (SMEs). SMEs cannot generate all they need to know to develop new products and processes within their own companies, they need to look elsewhere for new ideas and expertise. This practice is known as knowledge sourcing. This report provides a detailed review of patterns of knowledge sourcing, and the key factors influencing these patterns, particularly from a small business perspective. We present key findings from a survey of 393 UK companies and analyse the results. We also highlight case studies of UK SMEs that work closely with overseas partners and agents to widen their own knowledge.