yearly conference on productivity at saltsjöbaden 2011
DESCRIPTION
Yearly conference on productivity at Saltsjöbaden 2011. Annette Nylund Ph.D. Cand. at Royal Institute of Technology. KTH. Department of Industrial Economics and Management. INDEK. Researcher at Swedish Environment Authority 2011-10-05. Signpost. The background - PowerPoint PPT PresentationTRANSCRIPT
Yearly conference on productivity at
Saltsjöbaden 2011Annette Nylund
Ph.D. Cand. at Royal Institute of Technology. KTH.Department of Industrial Economics and Management. INDEK.
Researcher at Swedish Environment Authority
2011-10-05
1
Signpost
• The background
• Articles that explore data and theory• New article about two management models
and their prediction on productivity
• Conclusion..?
2011-10-052
3
• evaluations of the relevance• costs • benefits of initiatives...
3
Sixth and Seventh European Research Framework Programmes
EU Commission
2011-10-05
European policies evidence-based and built on
harmonized country data:
2011-10-054
• EU project Meadow 2008 – 2010• Swedish Meadow Survey 2009/2010• Yearbook on productivity 2010• Book Learning organisations Matter 2011• Yearbook on productivity 2011• … about 10 papers are published• ... other papers and thesis 2011
New Guideline and new data
Articles based on Meadow...• Work organisation and competence
development in Swedish firms. 2010• Firms environment and competence
portfolio. 2011• Theoretical TQM principles versus the use of
contemporary strategies. in progress 2011• Two management models predicting
productivity; TQM compared with used contemporary bundles of practices of learning and work organisation. in progress 2011…
2011-10-055
Work organisation and competence development
in Swedish firms
in Statistics Sweden
Yearbook on productivity 2010
2011-10-056
Individual learning
Decentra-lisation
Numerical flexibility
Structural learning
Four Composite Indicators“exploring the black box”
72011-10-03
Incidences across…
• Firm sizes• Industries• Foreign or national ownership
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10
Incidences across firm sizes. mean values
15-49 50-249 250+
Sum 2.11
0.45 0.40 0.40
1.91 2.08 2.27
Individual learning
Four composite indexes
Structural learning
Numerical flexibilityDecentralisation
Mean
0.650.700.320.43
The firms are weighted after their own industry's proportion of value added in the business sector.except for firms in the financial business sector since they still lack of harmonised value added data
0.56 0.61 0.73
0.63 0.69 0.770.26 0.35 0.38
Table 14 from Yearbook on productivity 2010
2011-10-05
Result of four regression models
11
INDIVIDUAL LEARNING
STRUCTURAL LEARNING
DECENTRALISATION NUMERICAL FLEXIBILITY
18 Industries
Foreign
Small firms -0.12*** -0.05*** -0.06***
Large firms 0.09** 0.05** 0.05***
Young_ < 35 -0.13**
Old_ > 50 -0.24**
HighEdc university1 0.15*** 0.19***
LowEd compulsory2
Women 3 0.06* 0.15** 0.09*** 1) University = ≥3 year or longer; 2) Compulsory school = 9 years schooling; 3) Woman. percentage*** High significance. 0.01 level. ** rather high significance. 0.05 level. * low significance. 0.10 level.
Table 19 from Yearbook on productivity 2010
2011-10-05
Firms environment and competence portfolio
in Statistics Sweden
Learning organisations Matter 2011
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Individual learning
Decentra-lisation
Numerical flexibility
Structural learning
Four Composite Indicators“exploring the black box”
132011-10-05
14
Latent hidden patterns - bundles of practices
2011-10-05
152011-10-05
Latent hidden patterns - bundles of practices
162011-10-05
Latent hidden patterns - bundles of practices
172011-10-05
Latent hidden patterns - bundles of practices
182011-03-31
Latent hidden patterns - bundles of practices
192011-10-05
Latent hidden patterns - bundles of practices
202011-10-05
Latent hidden patterns - bundles of practices
212011-10-05
Latent hidden patterns - bundles of practices
222011-10-05
Latent hidden patterns - bundles of practices
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Seven bundles of practices in Swedish firmsLatent hidden patterns - bundles of practices
Numerical
flexibility
Individual learning
Decentra-lisation
Structural learning
Four Composite Indicators“exploring the black box”
Structural learning
242011-10-05
Structural learning
Numerical flexibility
Seven bundels of practices“exploring the black box”
Boundaries of competence
• Outsourcing and cooperation; in design. production. procurement ... they cluster
• Cooperation in different R&D activities ... they cluster
• Foreign ownership and large size firms ... they cluster
• Customised versus standardised production
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No relationship in general between
Seven bundles of learning and work practices&
Firms boundaries
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Numerical flexibility&
Large sized firms &
Foreign ownership
No relationship in general betweenExcept
Two management models predicting productivity
TQM compared with used contemporary bundles of practices of learning and work
organisation
in Statistics Sweden
Yearbook on productivity 2011
2011-10-0528
Measurement in US (Hackman and Wageman. 1995). They are:i. Problem solving teamsii. Investment in trainingiii. CEO:s responsibility throughout the organisationiv. Supplier relationv. Customer preferencesvi. Bench marking
2010-06-0330
Six TQM principles
Regression models predicting value added per employee
Variables Significance level
Significance level
Significance level
Multi-index bundles of practices (multi7) 0.002 TQM six principles 0.02 TQM six principles + contr contractors 0.07Also controlling for: Fact_work_contract Incl. in index not included 0.10Also included: HighEdPerc 0.001 0.0001 0.002
For_own 0.0001 0.69 0.003Percentage over 50 0.03 0.07 0.07ICT_Cust_Suppl_Syst 0.06 0.03 0.45WomenPerc 0.06 0.30 0.09
Also controlling for: Customised_ or standardised products; sizes of firm; 20 industry groups; part of a group of firms.
yes yes yes
R-Square (R2) 0.17 0.11 0.142011-10-05
32
Prel. conclusionThe bundles of used learning and work practices predicts higher productivity better than TQM
The difference between the two models is that •Firms using bundles include temporary contracts
•Firms using TQM includes instead:- cooperation and outsourcing
- cooperation with use of ICT - and cooperation in external R&D - many direct reporting departments to CEO
2011-10-0533