From science gateways to commercial solutions

The European CloudSME project that incorporated 24 European SMEs, besides five academic partners, has finished its funded phase in March 2016. This presentation will provide a summary of the results of the project, and will analyze the challenges and differences when developing “SME Gateways”, when compared to “Science Gateways”. CloudSME started in 2013 with the aim to develop a cloud-based simulation platform for manufacturing and engineering SMEs. The project was based around industry use-cases, five of which were incorporated in the project from the start, and seven additional ones that were added as an outcome of an open call in January 2015. CloudSME utilized science gateway related technologies, such as the commercial CloudBroker Platform and the WS-PGRADE/gUSE Gateway Framework that were developed in the preceding SCI-BUS project. As most important outcome, the project successfully implemented 12 industry quality demonstrators that showcase how SMEs in the manufacturing and engineering sector can utilize cloud-based simulation services. Some of these solutions are already market-ready and currently being rolled out by the software vendor companies. Some others require further fine-tuning and the implementation of commercial interfaces before being put into the market. The CloudSME use-cases came from a very wide application spectrum. The project implemented, for example, an open marketplace for micro-breweries to optimize their production and distribution processes, an insole design validation service to be used by podiatrists and shoe manufacturers, a generic stock management solution for manufacturing SMEs, and also several “classical” high-performance computing case-studies, such as fluid dynamics simulations for model helicopter design, and dual-fuel internal combustion engine simulation. As the project generated significant impact and interest in the manufacturing sector, 10 CloudSME stakeholders established a follow-up company called CloudSME UG for the future commercialization of the results. Besides the success stories, this talk would also like to highlight the difficulties when transferring the outcomes of an academic research project to real commercial applications. The different mindset and approach of academic and industry partners presented a real challenge for the CloudSME project, with some interesting and valuable lessons learnt. The academic way of supporting SMEs did not always work well with the rather different working practices and culture of many participants. Also, the quality of support regarding operational solutions required by the SMEs is well beyond the typical support services academic institutions are prepared for. Finally, a clear lack of trust in academic solutions when compared to commercial solutions was also imminent. The talk will highlight some of these challenges underpinned by the implementation of the CloudSME use-cases.

The effectiveness of corporate Web in small and médiumsized business: an analysis of Web Usability

Internet and the Web have changed the way that companies communicate with their publics, improving relations between them. Also providing substantial benefits for organizations. This has led to small and medium enterprises (SMEs) to develop corporate sites to establish relationships with their audiences. This paper, applying the methodology of content analysis, analyzes the main factors and tools that make the Websites usable and intuitive sites that promote better relations between SMEs and their audiences. Also, it has developed an index to measure the effectiveness of Webs from the perspective of usability. The results indicate that the Websites have, in general, appropriate levels of usability.

Towards a Contingency Theory perspective of Quality Management in Enabling Strategic Alignment

The aim of this paper is to explore the role of Quality Management (QM) theory and practice using a contingency theory perspective. The study is grounded in the role of QM in improving strategic alignment within Small and Medium Sized Enterprises (SMEs) using Contingency Theory rather than adopting best practice approaches. An inductive theory building research methodology was used involving multiple case analyses of five SMEs, involving repeat interviews (n=45), focus groups (n=5) and document analysis. From the findings, it was found that Contingency Variables (strategy, culture, lifecycle and customer focus) and their respective typologies were found to interact with QM practices in helping to shape strategic alignment between the SMEs and their environments. This shaping process based on contingency approaches occurred in a manner unique to each SME and their respective environments rather than in an overarching best practice manner.

Waste Not, Want Not: Managing Perishables in Small and Medium Retail Enterprises

Purpose of this paper:
Recent literature indicates that around one third of perishable products finish as waste (Mena et al., 2014): 60% of this waste can be classified as avoidable (EC, 2010) suggesting logistics and operational inefficiencies along the supply chain. In developed countries perishable products are predominantly wasted in wholesale and retail (Gustavsson et al., 2011) due to customer demand uncertainty the errors and delays in the supply chain (Fernie and Sparks, 2014). While research on logistics of large retail supply chains is well documented, research on retail small and medium enterprises’ (SMEs) capabilities to prevent and manage waste of perishable products is in its infancy (c.f. Ellegaard, 2008) and needs further exploration. In our study, we investigate the retail logistics practice of small food retailers, the factors that contribute to perishable products waste and the barriers and opportunities of SMEs in retail logistics to preserve product quality and participate in reverse logistics flows.

Design/methodology/approach:
As research on waste of perishable products for SMEs is scattered, we focus on identifying key variables that contribute to the creation of avoidable waste. Secondly we identify patterns of waste creation at the retail level and its possibilities for value added recovery. We use explorative case studies (Eisenhardt, 1989) and compare four SMEs and one large retailer that operate in a developed market. To get insights into specificities of SMEs that affect retail logistics practice, we select two types of food retailers: specialised (e.g. greengrocers and bakers) and general (e.g. convenience store that sells perishable products as a part of the assortment)

Findings:
Our preliminary findings indicate that there is a difference between large retailers and SME retailers in factors that contribute to the waste creation, as well as opportunities for value added recovery of products. While more factors appear to affect waste creation and management at large retailers, a small number of specific factors appears to affect SMEs. Similarly, large retailers utilise a range of practices to reduce risks of product perishability and short shelf life, manage demand, and manage reverse logistics practices. Retail SMEs on the other hand have limited options to address waste creation and value added recovery. However, our findings show that specialist SMEs could successfully minimize waste and even create possibilities for value added recovery of perishable products. Data indicates that business orientation of the SME, the buyersupplier relationship, and an extent of adoption of lean principles in retail coupled with SME resources, product specific regulations and support from local authorities for waste management or partnerships with other organizations determine extent of successful preservation of a product quality and value added recovery.

Value:
Our contribution to the SCM academic literature is threefold: first, we identify major factors that contribute to the generation waste of perishable products in retail environment; second, we identify possibilities for value added recovery for perishable products and third, we present opportunities and challenges for SME retailers to manage or participate in activities of value added recovery. Our findings contribute to theory by filling a gap in the literature that considers product quality preservation and value added recovery in the context of retail logistics and SMEs.

Research limitations/implications:
Our findings are limited to insights from five case studies of retail companies that operate within a developed market. To improve on generalisability, we intend to increase the number of cases and include data obtained from the suppliers and organizations involved in reverse logistics flows (e.g. local authorities, charities, etc.).

Practical implications:
With this paper, we contribute to the improvement of retail logistics and operations in SMEs which constitute over 99% of business activities in UK (Rhodes, 2015). Our findings will help retail managers and owners to better understand the possibilities for value added recovery, investigate a range of logistics and retail strategies suitable for the specificities of SME environment and, ultimately, improve their profitability and sustainability.

Rotary moulding of ceramic hollow wares

A novel processing method for the fast and economic production of hollow ceramic components has been developed by combining in situ coagulation moulding with a modified version of the technique of rotary moulding[Binner, J. G. P., Al-Dawery, I. A., Tari, G. and Yan, Y., Rotary casting technique. UK Patent application No. 0506349.0, March 2005], the latter being adapted from the polymer industry. The process was found to require a high solids content suspension, hence development work was performed in this direction though in the end a new, commercial suspension was utilised. Of the three forming routes of gel casting, direct coagulation casting and in situ coagulation moulding, the latter was found to be the most promising for the new process of rotary moulding of ceramics. Due to the low value of clay-based ceramics, a new low cost coagulant was identified and the effect of lactone concentration and temperature on setting time determined. Following substantial optimisation work, it was found that a two-speed approach to multi-axial rotation was the most successful; medium sized cream jugs could be produced in just 7 min. With respect to mould materials, the porous resin normally used for pressure casting of sanitary ware was found to be the best option, though since this is quite expensive conventional plaster-of-paris moulds were found to be a suitable material to enable companies, particularly SMEs, to become familiar with the technology whilst avoiding high costs for trials. The processed articles could be successfully fired and glazed using gas-fired kilns with no sign of any black cores. Major advantages of the process include the ability to precisely calculate the amount of ceramic slip required, eliminating either slip wastage or the need to pour used slip back into the virgin material as currently happens with slip casting. In addition, since the precursor suspension has a very high solids content, the time and energy required to dry the green product and associated moulds has been considerably reduced. © 2008 Elsevier Ltd. All rights reserved.

Influence of Forecasting, Planning and Controlling on the performance of Small and Medium Enterprises

Production Planning and Control (PPC) systems have grown and changed because of the developments in planning tools and models as well as the use of computers and information systems in this area. Though so much is available in research journals, practice of PPC is lagging behind and does not use much from published research. The practices of PPC in SMEs lag behind because of many reasons, which need to be explored. This research work deals with the effect of identified variables such as forecasting, planning and control methods adopted, demographics of the key person, standardization practices followed, effect of training, learning and IT usage on firm performance. A model and framework has been developed based on literature. Empirical testing of the model has been done after collecting data using a questionnaire schedule administered among the selected respondents from Small and Medium Enterprises (SMEs) in India. Final data included 382 responses. Hypotheses linking SME performance with the use of forecasting, planning and controlling were formed and tested. Exploratory factor analysis was used for data reduction and for identifying the factor structure. High and low performing firms were classified using a Logistic Regression model. A confirmatory factor analysis was used to study the structural relationship between firm performance and dependent variables.

Building Owner vs. Energy User: a Split Incentive for Energy Reduction

The UK’s historically low cost of energy has encouraged a culture that considers energy to be in limitless supply and excessive levels of consumption acceptable. Now that supplies are becoming restricted and costs rising, it is becoming recognised this energy culture has created a legacy stock of buildings with poor building fabric, limited energy efficiency equipment and even lower levels of energy awareness. Cost effective technologies are readily available but not adopted by UK SMEs in non-domestic buildings, as rational economic theory would expect. Policy-makers attribute this to inaccessibility of information and investment and design policies accordingly. However, as escalation of demand continues an alternative driver of this paradox must exist. This research hypothesises that this is the ownership structures of non-domestic buildings. Tenure of business premises is found to prevent adoption of energy conservation opportunities; 64% of SME surveyed encountered barriers to energy efficiency related to building ownership. When increased pro rata to reflect the UK SME population, almost 2.5 million businesses appear unable to benefit from energy improvements.

Laadun ja oikean tiedon varmistaminen pk-yrityksen tilaus-toimitusketjussa

Oikean tiedon siirtyminen oikeaan aikaan, sekä laadukkaan työn tekeminen yrityksen tilaus-toimitusketjun jokaisessa vaiheessa, ovat avaintekijöitä arvolupauksen ja laadun täyttämiseen asiakkaalle. Diplomityön tavoite on kehittää pk-yritykselle työkalut parempaan tiedon hallintaan ja laadukkaan työn tekemiseen toiminnanohjausjärjestelmässä. Tutkimusmenetelmänä diplomityössä käytettiin toimintatutkimusta, jossa diplomityön tekijä osallistui kohdeyrityksen päivittäiseen työn tekemiseen neljän kuukauden ajan. Tutkimuksen tiedon keräämisessä käytettiin myös puolistrukturoitua haastattelua, sekä kyselytutkimuksella. Tutkimusote työssä on kvalitatiivinen eli laadullinen tutkimusote. Työ koostuu teoriaosasta sekä soveltavasta osasta, jonka jälkeen työn tulokset esitetään tiivistetysti johtopäätöksissä ja yhteenvedossa. Toiminnanohjausjärjestelmät keräävät ja tallentavat tietoa, jota työntekijät ja yrityksen rajapinnoilla työskentelevät ihmiset siihen syöttävät. Onkin äärimmäisen tärkeää, että yrityksellä on kuvatut yhtenäiset toimintamallit prosesseille, joita he käyttävät tiedon tallentamisessa järjestelmiin. Tässä diplomityössä tutkitaan pk-yrityksen nykyiset toimintamallit tiedon tallentamisesta toiminnanohjausjärjestelmään, jonka jälkeen kehitetään yhtenäiset ohjeet toiminnanohjausjärjestelmään syötetystä myyntitilaussopimuksesta. Teoriaosuudessa esitetään laatu eri näkökulmista ja mitä laadunhallintajärjestelmät ovat ja kuinka niitä kehitetään. Teoriaosassa myös avataan tilausohjautuvan tuotannon periaatteet, sekä toiminnanohjausjärjestelmän merkitys liiketoiminnalle. Teoriaosuudella pohjustetaan soveltavaa osuutta, jossa ongelma-analyysin jälkeen kehitetään yritykseen oma laadunhallintajärjestelmä, sekä uudet työmallit tiedonvaihtoon ja sen tallentamiseen. Tuloksena on myös toiminnanohjausjärjestelmän käytön tehostuminen ohjelmistotoimittajan tekemänä. Ohjelmasta karsittiin turhat nimikkeistöt ja sen konfigurointia tehostettiin. Työn tuloksena saatiin työohjeet ydinprosessien suorittamiseen, sekä oma laadunhallintajärjestelmä tukemaan yrityksen ydin- ja tukiprosesseja, sekä tiedonhallintaa.

Determinantes da liquidez das PME da indústria transformadora em Portugal

Este artigo visa identificar os determinantes da liquidez das pequenas e médias empresas (PME) portuguesas, assim como analisar até que ponto estes se alteram quando analisamos períodos de estabilidade ou de recessão financeira. Para tal, recorremos a uma amostra de dados em painel, considerando 4.355 PME, e analisando o período compreendido entre 2002 e 2011. De um modo geral, os resultados confirmam a existência de uma relação significativa entre algumas das variáveis independentes e a liquidez das empresas. Mais especificamente, os resultados evidenciam uma relação positiva entre a dimensão, a rendibilidade e a probabilidade de existência de problemas financeiros, e a liquidez das empresas, bem como uma relação negativa entre o grau de endividamento e a maturidade da dívida, e a liquidez das PME. Os resultados mostram ainda que a liquidez das empresas é afetada em períodos de crise financeira, verificando-se, nomeadamente, uma redução da dívida de curto prazo e um aumento da duração do ciclo de conversão de caixa.

A internacionalização de PME: o caso da Carvalheira, Bastos Lda.

Atualmente, a internacionalização é uma estratégia adotada por muitas empresas, independentemente da sua dimensão com o intuito de enfrentar o abrandamento económico no seu mercado doméstico e impulsionar o seu crescimento. No caso das PME, as principais razões que as levam a sair do seu mercado doméstico e a arriscar em mercados externos prendem-se com motivações reativas e muitas vezes exógenas, como sejam a saturação do mercado doméstico, as pressões da concorrência e as relações com os clientes. Assim, a crise financeira no país, aliada à crise no setor da construção civil, leva esta PME portuguesa, do ramo da carpintaria de limpo, a procurar novas oportunidades no exterior. No entanto, como tem consciência da falta de experiência e conhecimento nos mercados internacionais, começa por abordar os mercados numa lógica de procura de novas oportunidades, aproveitando as oportunidades que lhe são dirigidas e vendo nestas uma forma de aprofundar relacionamentos e ganhar experiência neste âmbito. Posteriormente, este conhecimento e experiência permitir-lhe-á enveredar por uma estratégia de internacionalização mais ativa, abandonando/diminuindo a lógica de oportunidade e apostando numa lógica mais estruturada e planeada. Este trabalho, ao tirar proveito de um único estudo de caso, pretende analisar a perspetiva evolutiva da empresa, e como uma estratégia empreendedora, a confiança e a incorporação em redes de relacionamentos facilitam o processo de abertura aos mercados externos.

A internacionalização de PMEs apoiada pela AIDA e um estudo do impacto de atributos de CEOs na internacionalização

O Distrito de Aveiro caracteriza-se pelo seu extenso tecido empresarial, cada vez mais consciente da importância da internacionalização. Os dados recolhidos e posteriormente analisados, permitiram concluir que entidades como a AIDA (Associações Empresariais) devem promover a internacionalização de PME com um reduzido grau de internacionalização. Desta forma, este tipo de entidades aumentarão o alcance de PMEs ao nível da divulgação e acesso facilitado a informações sobre apoios à internacionalização, assim como a informações sobre os diversos mercados de interesse para as PME. O presente trabalho também estudou o impacto de atributos de CEOs na internacionalização de PMEs. Para o seu desenvolvimento foi utilizada uma amostra de três Micro, Pequenas e Médias Empresas do Distrito de Aveiro. Os resultados, que foram obtidos pela metodologia qualitativa através de entrevistas semiestruturadas e outras informações recolhidas nas respetivas empresas, mostram evidência que: os atributos dos CEOs analisados (Idade, Nível Educacional e Experiência Internacional) relacionados com o grau de internacionalização das empresas, permitiram uma validação das hipóteses colocadas na revisão de literatura. Conclui-se, através deste estudo exploratório, que a idade [mais avançada] do CEO tem um impacto negativo na internacionalização de uma PME; que o nível educacional [mais elevado] do CEO tem um impacto positivo na internacionalização de uma PME; e, ainda, que a [maior] experiência internacional do CEO tem um impacto positivo na internacionalização de uma PME.

A internacionalização de empresas pela AIDA para os PALOP e/ou Brasil-Ceará

O presente trabalho tem como propósito responder a questão "qual o interesse estratégico de empresas do distrito de Aveiro se internacionalizarem para os Países Africanos de Língua Oficial Portuguesa (PALOP) e/ ou Brasil - Ceará?". O objeto de estudo surgiu após a integração num estágio curricular na AIDA - Associação Industrial do Distrito de Aveiro - e levou à revisão da literatura dos temas estratégia e internacionalização, assim como ao trabalho de campo (6 entrevistas a colaboradoras da AIDA), proporcionando as componentes conceptual e empírica. Verificou-se que o setor de atividade é fundamental para o sucesso das empresas nas missões. Designadamente, bastantes empresas ligadas ao setor metalomecânico, que tendem a recorrer a estes mercados dos PALOP e/ ou Brasil - Ceará, alcançaram, em muitos casos, o sucesso - isto é, a concretização de negócios com novos clientes e / ou o investimento direto nesses países. O contributo do presente trabalho reside também na perspetiva, resultante de um inquérito desenvolido no âmbito do estágio no Gabinete de Relações Exteriores da AIDA, de que ainda que se verifique uma janela de oportunidade para algumas das empresas nos referidos mercados (PALOP e Brasil - Ceará), entende-se que, para o sucesso efetivo destas empresas, outras formas de empreender poderiam ser colocadas em prática, nomeadamente alianças estratégicas entre pequenas e médias empresas (PME) de setores semelhantes, a nível local (Portugal), para competirem a nível internacional com os respetivos líderes de mercado. Desta forma, sugere-se lutar pela competitividade não só nos PALOP mas também nos mercados desenvolvidos, tais como Alemanha, Estados Unidos da América e/ ou países escandinavos - pois somente com clientes exigentes e com a pressão de concorrentes fortes poder-se-ão criar indústrias desenvolvidas e capazes de competir ao mais elevado nível e pelos melhores clientes, com poder de compra e fontes de inovação (Porter, 1990). Estas lições parecem, por ezes, esquecidas, mas segundo Gibbs (2007) um dos propósitos da investigação é também o de lembrar o que foi esquecido e/ ou ignorado. As entrevistas realizadas ofereceram contributo na medida em que proporcionam a compreensão dos motivos para as empresas portuguesas escolherem estes mercados, das razões para o sucesso ou insucesso nos PALOP e/ ou Brasil - Ceará, do investimento e esforço por parte das entidades não-governamentais portuguesas em internacionalizar empresas do setor da metalomecânica, das forças e fraquezas das missões empresariais, de que aspetos fazem da AIDA um agente de mudança e das áreas em que poderia haver maior diligência por parte da AIDA.São também sugeridas recomendações a associação, entre outras, a inclusão das questões culturais de cada país nos estudos de mercado não só sobre PALOP e Brasil - Ceará, mas também nos estudos de mercado do distrito de Aveiro, assim como de Portugal, para fazer divulgação a potenciais importadores; melhoria de processos, implementando-se um software de gestão/ partilha de conhecimento das várias oportunidades de negócio, rentabilizando o processo de estabelecimento de interesse em realizar negócio, no âmbito do EEN (Entelprise Eumpe Netwrk); intervenção na plataforma do IAPMEI por informáticos habilitados; e armazenamento de dados em cloud storage - um serviço do género da Dropbox, de modo a rentabilizar o tempo dispendido, assim como a tornar as pastas acedidas via intranet mais pequenas.

Involving individuals in the manufacturing strategy formation : Strategic consensus among workers and managers

Decisions made and actions taken by individuals in the operations function impact the formation of a company’s manufacturing strategy (MS). Therefore, it is important that the MS is understood and agreed on by all employees, that is, strategic consensus among the individuals in the operations function is essential. This research contributes to the current body of knowledge by including a workers’ perspective on MS formation. It is the workers on the shop floor who bring the MS to life in the actual operations through their daily decisions and actions. The MS falls short if the priorities outlined do not materialise in practice as intended. The purpose of this research is to investigate how the individuals in the operations function perceive the MS in order to understand how these individuals are involved in the MS formation. The research is based on five studies, differing by evidence, as follows: one theoretical, three qualitative in the setting of small and medium-sized enterprises (SMEs), and one quantitative at a large company. Based on the findings presented in the six appended papers, the results show that empirically and conceptually, workers have been overlooked or given a passive role in the MS formation. Empirically, it is seen that workers and managers do not have a shared understanding of the underlying reasons for strategic priorities; hence, the level of strategic consensus is low. Furthermore, the level of strategic consensus varies among the different MS dimensions depending on their organisational level. Moreover, the empirical findings reveal that internal contextual factors influence the individuals’ perceptions of the MS and the possibilities for strategic consensus. Regarding the external context, the results show that major customers’ strategies influence the subcontractor SMEs’ MS formation. The usage of means of communication in the operations function has also shown to be of importance for how the MS is perceived. Conceptually, the findings indicate that the MS literature tends to treat individuals in the operations function in a deterministic manner; individuals on the shop floor are regarded as manufacturing resources. To ensure a successful MS formation process, where the patterns of the decisions made by the individuals in the operations function forms the MS, the view on human nature within the MS requires a more voluntaristic approach. This research suggests to view the MS formation as an iterative “patterning process” which builds on a reciprocal relationship between workers and managers. The introduction of the patterning process contributes to the research on MS formation by explaining the perception range within the hierarchical levels, by re-defining the hierarchical levels included in the MS formation and by detailing the activities in the MS formation.

Réactions du chef de PME après utilisation d'un système d'évaluation multi-source

Résumé : Dans une ère de concurrence économique accrue, les organisations éprouvent de plus en plus le besoin de mesurer le rendement de leurs employés, y compris celui de leurs dirigeants. À cette fin, l'évaluation demeure un outil de gestion privilégié. Au nombre des systèmes d'évaluation existants, le feed-back multi-source (FMS) — ou feed-back 360°— est en progression. Malheureusement, on ne connaît pas encore très bien l'incidence de ce type de système, la littérature étant plutôt muette sur ce qu'il donne concrètement et, particulièrement, sur la réaction des évalués subséquemment à l'obtention de leur rapport d'évaluation. Il ressort néanmoins de certaines études que les dirigeants, et surtout, les chefs se sentent laissés à eux-mêmes quant à l'évaluation de leurs compétences. Il y a quelques années, à la demande du Groupement des chefs d'entreprise du Québec (GCEQ), un instrument de type multi-source a été conçu par le Laboratoire de recherche sur la performance des entreprises (LaRePe), afin de mesurer spécifiquement la performance des chefs d'entreprise comme leader. À ce stade-ci, les promoteurs désirent mieux comprendre l'incidence de l'utilisation de leur outil : le PDG-Leadership. Pour combler les lacunes de la littérature, et aussi pour répondre au besoin du GCEQ, la présente thèse porte sur la réaction des chefs à la suite de la réception de leur rapport d'évaluation. L'objet de la recherche est double : il s'agit d'examiner les variables qui influencent le fait que les évalués entreprennent des actions à la suite de leur feed-back (considération théorique) et, d'autre part, de connaître davantage ces actions entreprises bref, ce que le système de feed-back multi-source XFMS) donne vraiment (considération pratique). Afin de mener à bien la recherche, une résidence a été réalisée. Elle a fourni le contexte pour élaborer un questionnaire d'enquête s'appliquant particulièrement aux chefs d'entreprise. L'enquête a permis de rejoindre 351 dirigeants ayant été évalués au moins une fois par l'entremise du PDG-Leadership. De ce nombre, 87 répondants, membres du Groupement se sont manifestés. Le cadre conceptuel utilisé consiste en une adaptation du modèle proposé par Smither, London et Reilly (2005a). comporte sept variables, desquelles ont été tirées cinq hypothèses de recherche. Quatre hypothèses ont été rejetées alors qu'une autre ne s'est avérée supportée que pour le groupe constitué des femmes faisant partie de l'échantillon. De plus, il est intéressant de constater que ce n'est pas le feed-back (rapport) qui déclenche l'acceptation puis les actions, mais une attitude personnelle représentée par la possibilité d'un changement perçue (V4). Chez les chefs, il ne se produit donc pas de réaction en chaîne comme le suppose le modèle théorique utilisé. Il semble que ce soit plutôt la possibilité de changement perçu qui est à la base du fait d'entreprendre des actions, laquelle s'apparente au sentiment d'auto-efficacité défini par Bandura (2007). Les données recueillies auront aussi servies à générer de nouvelles connaissances et à faire ressortir une liste de 112 actions que les chefs disent avoir engagées à la suite de l'obtention de leur rapport d'évaluation. Cette liste a permis de faire une catégorisation des actions posées. Les actions qu'ils entreprennent sont toutefois davantage dirigées vers l'amélioration de l'organisation que vers leur propre amélioration. Il s'agit là, d'une des contributions de la présente thèse.||Abstract : In a context of intense economic competition, organizations are increasingly using instruments of performance evaluation. The multi-source feedback or 360 [degrees] is one of those. The literature seems still silent on what type of evaluation is really about the reaction it generates among evaluated. In response to a request from the Groupement des chefs d'entreprise du Québec (GCEQ), a System of multi-source assessment was designed by the Laboratoire de recherche sur la performance des entreprises (LaRePe). The PDG-Leadership, specifically used to measure the skills of managers of SMLs as a leader. After some years of use, developers want to better understand its impact in order to improve it and make it even better. To address these theoretical and practical considérations, a survey was conducted among 87 business leaders from Quebec who had already been assessed using this tool. This research bas the purpose, the validation of a preliminary model proposed by Smither, London, and Reilly, 2005a, to examine the variables that influence that evaluated undertake actions as a result of their feedback and the other, to know these actions, in short, that the System of feed-back multi-source (FMS) really. From the analysis of data collected, a list of 112 shares was established. In turn, this led to a categorization of actions taken. Although the FMS system is effective, it should be noted that entrepreneurs seem to react differently from other catégories assessed.

The strategic role of design in supporting knowledge exchange

Within the last decade design has had a strategic role in tackling escalating environmental, social and economic problems. Through design thinking, creative methods have been applied to problem solving in a process of collaboration and designers working in new territories and knowledge domains. As the designer has moved further afield the method of Knowledge Exchange (KE) has become more recognised as a democratic approach to collaboration with the ethos that everyone has something creative and productive to offer. This paper provides reflections on early stage findings from a strategic design innovation process in which collaborative partnerships between academics, SMEs and designers emerged through KE and suggests that there is value to be had from using design strategically for not only those from a business or academic background but also for those from the design community and points to a need for more training for designers from all disciplines in how to use design strategically