Från affärskompetens till affärsutveckling i småföretag : en studie kring processerna bakom kompetensutveckling och affärsutveckling bland småföretag i olika affärsmiljöer

Sammanfattning: The main question for this study is: How do small firms increase their level of competence? We have chosen to focus on how the conditions can be created for increasing competence, and what the connection is between business strategy and competence development. The aim of the study is two-fold. The first aim is to develop a model for the purpose of describing and understanding competence development in small firms. The study model will assist us in understanding the connection between competence development and development of the company's business strategy. The second aim is to analyze the manner in which competence is developed in small firms and how competence development is related to change in business strategy.Methodologically we start with a qualitative onset and we use a systems approach to develop a model describing the relations between the business environment, internal processes, sources of competence, business competence and change in business strategy. The empirical data used in the study consists of a relatively large amount of documentation of 32 small companies with 10 to 49 employees.An experience from the study is that small firms that have developed a greater amount of sources of competence also have changed their business concept to a larger extent. The "family businesses" usually develop fewer sources of competence and more seldom change their business strategies than other companies. One of our experiences from the study is that the company's management can influence the development of competence within the organization in many ways. By creating an organizational structure that provides the opportunity for the members within the organization to learn, either individually or in a group. By shaping the production process so that it encourages cooperation and exchange of information, sources of competence are created in the day to day operations. By expanding flexibility, that is to have a feel for the business environment, which makes it possible for the organization to acquire new competence. The management process can be adapted by increasing democracy and decentralizing, as well as by the development of competence-supporting routines.