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Hans Jørgen Limborg & Maya Flensborg Jensen, TeamArbejdsliv - Denmark

Networking among small and medium-sized enterprises - meeting the challenge of promoting safety and health measures to SME’s. Hans Jørgen Limborg & Maya Flensborg Jensen, TeamArbejdsliv - Denmark. Point of departure.

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Hans Jørgen Limborg & Maya Flensborg Jensen, TeamArbejdsliv - Denmark

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  1. Networking among small and medium-sized enterprises - meeting the challenge of promoting safety and health measures to SME’s. Hans JørgenLimborg& Maya Flensborg Jensen, TeamArbejdsliv - Denmark

  2. Point of departure • Our hypothesis is that SME’s are influenced stronger by the networks they are part of than other external actors • But we need to identify the mechanisms the ‘drive’ the process

  3. Background of the project • Current research on SME’s and OHS: • Reasonable knowledge about regulation – but difficulties to meet demands for formalised OHS practise (Hasle et al 2004, Forteyn et al 97) • They have limited resources but responses to external pressure (Champoux & Brun 2003, Hasle & Limborg 2006) • Questions of OHS are approached with the same informal approach as the task of management (Walters 2001, Axelsson 2002) • Local and sectorial networks are important to them(Birgersdottir 2002, Johansson 98, Limborg & Mathiessen 2010)

  4. The objectives Objectives of the project and the paper: • To provide knowledge on how ”networks among SME’s can be a catalyst for general policy instruments aiming to improve OHS • To assess if Pawsons generative model of causation and network theory enhances our understanding of the mechanisms that will motivate a network to develop higher standards of OHS.

  5. The project - idea, data and methodology • Two existing networks among small dairies (21) and microbreweries (26) received funding from The Dansih National Prevention Fund for development projects • The projects aimed to reduce MSD – which is a problem in both sectors – by developing practical and low cost tools • The projects ran from 2010 to 2012 • Our Data: Qualitative interviews (17) with key persons, documents, company visits and project evaluations.

  6. Programme theory* of both prevention projects External mechanism Skilledconsul-tants The network as context: Open culture and tradition for cooperation, organised meeting opportunity , limited resources, a “we” in opposition to the large company, focus on quality Funding (Preven-tion Fund) The network *Pawson: Realistic evaluation

  7. The implementation theory Policy instruments: Labour Ínspection Prevention fund Skilledadvisors External mechanisms: • Knowledge • Proces • Develop-ment Funding Control and possibleenforce-ment The network context: Open culture and tradition for cooperation, organised meeting opportunity , limited resources, a “we” in opposition to the large company, focus on quality Prevention project The network

  8. Secondarycontext: Labour inspection, unions and society Primarycontext: The network Mechanisms in a network • Mechanism 4: • Curiosity from peers • Accessibility to experiences – “Pact on openness” • Willingness to share 2020- actionplanreduction of MSD • Mechanism 2: • “Handshake” - trust among network participants • Skillful Consultant – able to push • Fewer notes from L.I. • Price for best project 2011 • New generally accepted standard • Reduced number of heavy lifts • Reduced sick leave Committee ”Front runners” Safety commitee National regulation Labour inspection • Development of prototypes • Real time testing • Implementation of aids • Utilisation • ”Open house” dissemination of experience • Projectorganisation • Mapping of exposure • Catalogue of good ideas • Financial support from Prevention Fund Test companies Followers, Supplyer Outcome Mechanism 3: Development and testning in real life Workers participation Good relation to supplyer Mechanism 1: External support to project & presure from L.I. Mechanism 5: Sustainability Internalcontext: History, knowledge and experiencerelated to OHS

  9. I spite of identical programme theories the projects developed very different.

  10. Conclusion • SME’s/owner manager values are influenced by their peers in networks, also in relation to OHS • It is possible to push networks to take up OHS • But these ’mechanisms’ are essential: • External • They face inspection, receive funding and have access to relevant support (stick, carrot and sermon) • Internal • The network give priority to OHS • Frontrunners take the lead and inspire • The network are build upon mutual trust • The network make a pact on openness and share knowledge • Sustainability is dependant on continued focus on OHS

  11. Trust in networks Thank you for listening hjl@teamarbejdsliv.dk

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