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  • 1.
    Andersén, Jim
    Örebro University, Department of Business, Economics, Statistics and Informatics.
    A holistic approach to acquisition of strategic resources2007In: Journal of European Industrial Training, ISSN 0309-0590, E-ISSN 1758-7425, Vol. 31, no 8, p. 660-677Article in journal (Refereed)
    Abstract [en]

    Purpose: The aim of this article is to provide a holistic framework for the acquisition of strategic resources. Design/methodology/approach: The literature dealing with resource creation is reviewed and analyzed from a resource-based point of view. The major methods of acquiring resources are identified through the literature review and the applicability of the framework proposed is illustrated with an empirical example. Findings: Three ways of acquiring strategic resources are identified-- direct investments, organizational processes, and product market positioning. All three ways of acquisition can be intentional or unintentional. Arguments for using this six-dimension scale are provided through deductive reasoning, literature review, and the empirical example. Research implications/limitations: The study identifies the six dimensions of strategic resource acquisition. However, integration of these dimensions is not a subject addressed in this study. Cluster analysis of companies according to these dimensions could enhance our understanding of the characteristics of companies regarding resource acquisition. Originality/value: Whereas previous studies have generally used a single-theory approach, this study highlights the importance of having a holistic outlook when analyzing resource-based competitive advantages.

  • 2.
    Svensson, Lennart
    et al.
    Department of Helix, Linköping University, Linköping, Sweden.
    Randle, Hanne
    Department of Working Life Science, Karlstad University, Karlstad, Sweden.
    Bennich, Maria
    Department of Helix, Linköping University, Linköping, Sweden.
    Organising workplace learning: an inter-organisational perspective2009In: Journal of European Industrial Training, ISSN 0309-0590, E-ISSN 1758-7425, Vol. 33, no 8/9, p. 771-786Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to argue that both the supply-based model and the demand-based form of vocational education and training (VET) have their limitations and propose a "third way" in which reflective learning in the workplace is a central ingredient.

    Design/methodology/approach: The data was collected from several studies of VET programmes in Sweden based on individual and group interviews, a survey and continuous participation in developmental work. The paper uses an interactive research approach in the research design.

    Findings: The paper proposes a "third way" that tries to overcome the deficiencies of both the supply- and demand-based strategies for VET by developing a more equal balance in the relationship between the education and workplace systems. Collaboration and partnership between education providers and progressive workplaces are core elements.

    Research limitations/implications: The paper tries to connect activities and changes at the organisational, inter-organisational and institutional levels of the VET system. It is argued that changes at different levels are strongly interconnected and necessary to an understanding of the prerequisites for workplace learning. These vertical relationships form the main focus of future research.

    Practical implications: It is argued that changes in the VET system should be initiated using a "bottom up" approach, start at the local level, and include change at all levels. The "bottom up" approach should include a combined employer, employee and service-user perspective. It requires that learning issues are solved in a partnership that represents both the supply side of education and the demand side of working life.

    Originality/value: Inter-organisational relations need to be based on equal, mutual and trustful relationships between the education and workplace systems in order to support a sustainable change process.

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