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In an environment where favoring organizational learning is imperative, the option of business cooperation is considered an optimal means to transmit knowledge between companies and to encourage the generation of new ones. But differences in organizational cultures of the cooperation partners can make this process difficult. Through an empirical study of small and medium‐sized companies that had established international cooperation agreements during 1997 and 1998 in the Valencian community (Spain), the influence of the differences in size and in national culture of the partners in organizational learning is observed.

This paper aims to deal with the influence of a participatory management style along a change process, specifically in seeking to analyze the effect of participative management style on resistance to change and its effects on change performance.

After a revision of previous literature, an empirical research is presented to test the existence and signs of the relationships between participation and organizational change. To measure the main concepts, the authors have used scales and other measures already published and through a correlation analysis gain some insight into the relationships among variables.

Data suggest that participative management might be giving the members of the organization the necessary tools to question aspects that could endanger changes, thus considering participation as a knowledge broker that sheds light along the change process through the increase of resistance to change sources.

The main limitation is the reduced sample, as well as the fact that answers are provided by a single respondent.

This research might help practitioners to look at resistance to change from a positive point of view, therefore, participation might be considered a tool to show potential weaknesses and help change agents to improve change outcomes.

The paper supports the literature that considers resistance to change positively. Moreover, it provides some hints as to what kind of sources of resistance to change are more important depending on the typology of the change itself.

This paper aims to contribute to the empowerment literature by providing a concrete definition of the topic and thus a way of measuring the empowerment level in organisations. The tool designed to measure empowerment – resulting from the previous theoretical definition – has been proved to be a scale, fulfilling the necessary properties: reliability and validity. It has been tested on a sample of Spanish firms, concluding that it follows a Normal distribution, whereas 20 per cent of the companies apply a less participative style and 20 per cent could be described as empowered. Measuring empowerment not only serves to know how many companies use empowerment practices but also can be used to delve deeper into relationships between empowerment levels and other managerial concepts, such as the effects of empowerment on organisational change, on quality, or even on organisational performance.

The purpose of this paper is to analyse the effect of training on ad hoc teams in an industrial setting.

In this paper, data were collected from 11 Spanish automobile manufacturer suppliers and included the assessment of the current situation, the creation and holding of different workshops followed by the collection of the results.

The paper finds that ad hoc teams are really effective especially in lean companies.

This paper breaks new ground in analysing the effect of training ad hoc teams in an industrial setting.

This paper examines organizational change, focusing on the distinction of changes according to their scope and presenting a typology of evolutionary and strategic changes. It also offers an in‐depth study of resistance to change. Through empirical research, the paper analyzes the importance of the sources of resistance to change defined theoretically, and considers both types of changes. The article shows which sources of resistance differ most, according to the scope of change, offering hints about where organizations should pay special attention when initiating a change process.

The purpose of this paper is to show a real experience of how a scheme of continuous improvement has been gradually transformed, from a very unsuccessful start, passing through different phases and finally delivering results for the firm.

The authors analyse the evolution of the formal programs of continuous improvement of a firm in a traditional sector (food). The data for the research were gathered by means of participatory observation over the course of 18 months spent in the firm attending the meetings of the improvement teams.

Both programs (individual and group) have proved to be very profitable for the company. However, there is no magic formula for the correct operation of the system of continuous improvement. The existing system has to be continually improved, correcting faults and trying always to contribute something new to re‐launch the system regularly.

This study has also permitted the authors to highlight the importance of continuous improvement in the firm from both the economic point of view and that of worker development.

The investigation aims to help to cover the lack of longitudinal case studies of continuous improvement.

Examines the literature relating to the implementation of quality assurance systems and then uses a questionnaire to a number of organisations and consultants to compare “practice” with “theory”. Analyses the implementation process for quality assurance systems designed to meet the requirements of the ISO 9000 standard to identify the role of the different “actors” to find out which factors facilitate the implementation or make it more difficult. Suggests that the primary motivation for introducing ISO 9000 systems is to improve image and reputation rather than processes.

The purpose of this paper is to analyze the application of EU programmes that seek to help women to set up their own businesses and discuss how public measures can help full integration of women into all walks of society, especially within jobs that correspond to their skills and capabilities.

After a literature review on the difficulties women face to find a suitable job, according to their preparation, their needs and their expectations, and the political considerations to act towards equality, this study is aimed at analyzing a European initiative designed to avoid gendered impacts on the present labour market. Through in‐depth interviews of project leaders stemming from the EQUAL Community Initiative, a list of mechanisms to support female entrepreneurship is discussed.

The paper concludes that, while there is no single remedy that will adequately address the complex mix of factors that keep women entrepreneurs behind men, most projects focus on training, funding and mentoring as key supporting tools.

The limited sample and the focus on the project leaders as the only interviewees make generalization of findings difficult. Future interesting research lines would involve deeper investigation into the highlighted topics, especially training and mentoring.

The paper is a useful source of information about the contents of public support programmes for practical researchers planning to study in greater depth the specific measures to fight against gendered inequality.

This article gives additional insight into public measures to help female entrepreneurship, stressing the main support lines.