Strategies of learning in the process of transformation

Abstract

The paper deals with the learning and innovation strategies of manufacturing companies in the economies of transformation. The point of departure is the development of a theoretical framework dealing with innovation, knowledge and learning. The case is of two manufacturing companies in Poland, the learning strategies of which are analysed and compared. These strategies have much in common and can be seen as quite successful. Global knowledge sourcing has become important. Some common problems also exist in relation to mismatches within and between the different knowledge bases. More selective and specialized strategies of learning are recommended to enhance the competitiveness of the companies.

Notes

1. Lundvall (1998) sums up Polanyi's points by saying that knowledge is the most important resource in innovation and learning is the most important process.

2. In comparison the Bell and Pavitt concept of technical change is parallel to the definition of innovation by Nelson and Rosenberg above while the concept of technological learning adds precision to the concept of learning of Polanyi.

3. The notion of the ‘Region’ is mostly not defined. It is not clear what the criteria are for defining the borderline of a region. This borderline may be administrative (a county, a group of counties), economic (a coal mining region) or cultural (an entrepreneurial region). The extension of a region is not defined either. Administratively defined regions vary so much in size and legislative competence, that the distinction between nation and region in relation to innovation system may not be relevant. While the definition of borderlines is a weakness, the strong point is the rediscovery of the localized dynamics of learning.

4. The data for this ongoing study is primary data collected through visits to enterprises. The enterprises were located in and nearby the two provincial capitals Krakow and Wroclaw, and a few of them in Warsaw. The Warsaw companies served as pilot studies. The visits were made in 1999, 2000 and 2001, and 2002 and included interviews in 27 enterprises. The selection of enterprises is made in relation to branch of industry (manufacturing) and size (between 10 to 500 employees). The enterprises were contacted through chambers of commerce, regional development agencies and technology agencies in Poland. There is no intended representatives in the data. The intention is not to describe typical characteristics but to identify ‘critical’ issues in the development and innovation of the companies. The interviewees were managers on a high level in the companies. The interviews were conducted in English or German. On few occasions an interpreter was necessary. An interview guide served to structure the conversation. The interviews were structured around the following topics. The first part of the interview guide dealt with intra-firm issues. It included history of the company; present production, historical changes and planned changes in production; production methods, historic changes and planned changes; production methods, historic and planned changes in production methods; qualification structure at present, historic changes and planned changes; organization of the company, historic and planned changes. The interviewee was in each case asked to explain why a historic change had taken place or the background for the future plans. A particular focus was on innovative activities in the company, their type, outcome and organization. The second part of the interview guide focused on the relations between the company and the outside world. Issues in this section were: markets and customers, historic changes and plans for the future, as well as cooperation with customers; supplies and suppliers, historic changes and plans for the future, as well as cooperation with suppliers. Following this questions were asked about sources of information about new products and production methods, markets and financing. Finally questions about cooperation in general with organizations or with other companies, and about the attitude of the company towards such cooperation. The last brief section was an overall SWOT analysis of the company. The dynamic and historic perspective is built in through the questions regarding historic development and future plans.

5. Boschma and Lambody (2002) argue that clustering and regional and local learning is less relevant in branches characterized by globalization, advanced technological development and market concentration.

6. Romijn and Albu (2002) has got similar impressions in a study of electronic firms and software developers in south-east England.