Eneka Albizu

Management training as a source of perceived competitive advantage: The Mondragon Cooperative Group case

The academic literature argues that managers, with their resources and capabilities, constitute a source of competitive advantage for companies, but that cooperatives generally have difficulties attracting and retaining competent managers. The present study examines the special efforts made in the creation and development of cooperative managers via corporate training centres in the Mondragon Cooperative Group. The fieldwork that supports this research is a qualitative study based on a series of in-depth interviews with 12 people in charge of Mondragon’s training structure. This study confirms that Mondragon’s cooperatives have overcome the difficulties common to other cooperatives in attracting and retaining valuable managers. The study also confirmed that Mondragon’s management training policy, based on its corporate training centres, is internally perceived as a source of competitive advantages to the cooperatives in the attraction, development and retention of managers.

Technology Transfer between Technology Centres and SMEs: Evidence from the Basque Country

Public policies (often at the regional level) favouring pre-competitive research and cooperative research and development have played a decisive role in the development of technology centres in Europe and all over the world. The technology offer model gave priority to the creation of technology transfer organizations and structures, but there is increasing evidence that this model did not attach enough attention to the needs of small- and medium-sized companies (SMEs) and in particular, to their capacity to take in knowledge. In this paper, based on qualitative research, we show in detail some of the main issues involved in the relationships between technology centres and SMEs in the Basque Country, a region that has developed intensive policies favouring technology transfer organizations over the years.

Does Training Policy Help to Attract, Retain, and Develop Valuable Human Resources? Analysis from the Mondragon Case

The aim of this chapter is to ascertain the degree to which a training policy developed through corporate training centers is recognized as a source of competitive advantage for attracting, developing, and retaining valuable staff. The fieldwork is based on a survey of Human Resource (HR) managers from 66 cooperatives of the Spanish Mondragon cooperative group. The empirical test carried out confirms that Mondragons training policy, backed up by its corporate training centers, is perceived by HR managers as a tool that provides advantages to attract, develop, and retain valuable human resources. The results also suggest that those advantages are more moderate than has been cited in classic literature on Mondragon. The results of this study can be helpful for the growing number of companies choosing to create and reinforce corporate training centers. The link between training policy and the perceived ability to attract and retain valuable employees showed in this case can also be helpful for other companies that, as Mondragon, face limitations in wage policy. This chapter contributes to the literature on the educational fabric of Mondragon adding updated empirical evidence and incorporating the point of view of HR managers of the groups cooperatives. With respect to the contribution of this chapter to the literature on training policy, the chapters findings, in particular those regarding the effect of training on worker attraction and retention, add empirical evidence to the few studies on the subject.

Determining factors in the effectiveness of executive coaching as a management development tool

Purpose – The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance. Design/methodology/approach – Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected. Findings – The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process. Practical implications – This research furnishes a ...

Is executive coaching more effective than other management training and development methods

Purpose The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods. Design/methodology/approach A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions. Findings The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use. Practical implications Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training. Originality/value In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

Vocational education–industry linkages: intensity of relationships and firms’ assessment

ABSTRACT Twenty years since educational reforms were implemented in Spain aiming at the modernisation of the vocational education system and at the improvement of its educational and developmental functions, relationships between education and industry have not been widely analysed. This study reviews the recent international literature on the topic and then looks at one advanced regional case within the school-based, Spanish vocational education context. Analysing data from a sample of 330 industrial firms from the Basque Country, binary logistic regression was applied in order to identify factors especially associated to the fact that SMEs have a greater or lower number of collaboration relations with vocational schools. We also examined the variables that have the greatest impact on whether firms assess vocational schools positively. Results indicate a strong association between intensity of relationships and positive assessment of vocational schools’ educational and developmental functions.

Alternative mentoring: an HRD key for a rapid changing work environment

Purpose The changing nature of work dynamics demands that managers keep up-to-date in skills, knowledge, and competencies. Besides, nowadays these professionals need to understand the business beyond the frontiers of their own organizations. This phenomenon has led to new forms of alternative mentoring for managers and entrepreneurs, as companies battle for talent in a globalized way. Professional associations, consultancy firms, and other agents are starting to offer mentoring programs in which the mentor and mentee often belong to different organizations or take place within a group. Design/methodology/approach The purpose of this study is to present a conceptual model for alternative mentoring for managers. This model is a new approach to mentoring, and it will try to clarify some of the bases of a phenomenon that is increasingly present in the managerial field. Findings The paper also suggests some advantages of alternative mentoring when compared to traditional mentoring. Originality/value This paper contributes to a better understanding of new forms of alternative mentoring while providing practitioners in the field with a better understanding of key issues for alternative mentoring.

Making visible the role of vocational education and training in firm innovation: evidence from Spanish SMEs

ABSTRACT The interactive learning model argues the importance of incremental innovation, linked to production activities, and the role in that innovation of qualified workers – including those with a vocational training degree – in opposition to the supremacy of scientific personnel that tends to characterize high-tech industries. However, scarcely any attention has been paid to the role of intermediary workers in innovation processes. This study, based on a survey of 1142 Spanish industrial small and medium-sized enterprises (SMEs), examines the degree to which technicians and employees with a vocational education and training (VET) profile are represented in these firms and their involvement in innovation activities. In order to identify the importance of the factors studied in a multivariate model, a binary logistic regression was performed with an index of VET workers’ participation as a dependent variable, segmenting the companies by technological level. The study shows that for sectors with greatest R&D intensity, the presence of VET personnel in technical posts and the existence of external co-operation in innovation were found to triple the probability of greater participation. In more low-tech sectors, these variables continue to exercise a strong influence, but the multiplier effect of another two has also been detected, specifically the innovative capacity of the company and a greater level of involvement of operators in organizational learning practices.

La relation entre le système éducatif et le système productif dans la formation professionnelle: (Le cas de la formation professionnelle au Pays Basque)

L’objectif de cet article est d’analyser la portee de la relation existant entre les centres de formation professionnelle (FP) et les PME industrielles de la Communaute Autonome Basque (Espagne). Pour ce faire, nous nous appuierons sur l’information diffusee, d’une part par les acteurs pertinents du systeme d’enseignement technique a travers les entretiens menes en profondeur, et d’autre part, par les PME industrielles moyennant une enquete. Les resultats obtenus indiquent que la formation professionnelle est un acteur majeur du Systeme Regional d’Innovation et qu’elle contribue, grâce a ses principaux champs d’activites (formation classique, formation continue et services aux entreprises), a ameliorer la competitivite des entreprises et favoriser ainsi leurs processus d’innovation.