Challenges in urban mobility 1 i n t r o d u c t i o n Currently, some 74%of Europe's population lives and works in cities and towns,
and tools for policy makers and transport experts. www. eltis. org to boost the development and wide-scale application of smart technologies in cities by pooling innovations in energy, transport and ICT.
the European commission has set up the Urban Transport Security Expert Working group with a mandate to facilitate cooperation and exchange of experience between national authorities and transport operators.
The Directive 2009/33/EC on the Promotion of Clean and Energy efficient Road Transport Vehicles requires that energy use
Directive of the European parliament and the Council on the Promotion of Clean and Energy efficient Road Transport Vehicles, Directive 2009/33/EC, Brussels. European commission (2010a:
In common with the development of economic and social systems, the development of science and technology is the work of man,
and technology is the work of man, and that we ourselves determine to a large extent how it is given shape
That past also makes it clear that‘to make science and technology work''to innovate, is not easy.
societal innovations and innovations involving the organisation of work were the driving force behind new, extremely successful production systems 10.
'In Jacques Delors'white paper‘Growth, Competitive Strength, Employment. Towards the 21st Century: Roads and Challenges'potentially important role of‘Cultural Industry'in our economic system was pointed out 7. When accepting his professorship in‘Cultural Industry'at the Erasmus University, Rotterdam,
The emergence of knowledge-intensive services (engineering firms, software houses, knowledge-intensive consultants) plays an important role in this respect.
Questions and challenges Innovation studies have to play an important role in making‘Mode 2 work'by developing insights that contribute towards a knowledge infrastructure that will maintain a healthy balance between creative science and problem orientation.
and unemployment, gives rise to some economists assuming that structural changes in which knowledge plays an important role are under way in our economy.
finally, business administration experts and organisational sociologists discuss the question of how to interpret the far more open business strategies demanded by the network economy in their models 58,59.
experts and laymen; producers and the users of knowledge; different (scientific disciplines; policy and science. 878 R. Smits/Technological Forecasting & Social Change 69 (2002) 861 883 scenario workshops, electronic boardroom systems,
Innovation is the work of man, but making science and technology work is by no means easy.
The key relationships, Report of the Technology and Economy Programme, OECD, Paris, 1992.7 European commission, Growth, Competitive Strength, Employment.
Internal technological capabilities 1. Introduction Stereotypes usually associate innovation with the work of‘a scientist of genius who can propose new combining,
In France, from 1990 to 1992,30. 5%of firms with a number of employees ranging from 20 to 49
and 93%of those with more than 2000 employees were engaged in this process (SESSI, 1996). These results do not mean that SMES are less efficient than big firms. 5 The absence of hierarchical levels
They know that the success of their company is based on the quality of their employees and on their commitments to networks of innovators In this prospect,
In France, about 5%of firms with more than 500 employees benefited from the financial aid. 740 F. Bougrain, B. Haudeville/Research Policy 31 (2002) 735 747 regression model, with the dependant variable,
ownership status and the sectors of production of the innovations (NAF 16) Size and status of firms Employees Regional group Subsidiary of group Totala Sectors 1 9 10
(1 9 employees)- 0. 9152*(-1. 938)- 1. 2468**(2. 536)- 1. 1226**(2. 936) Very small enterprises (10 19
employees) 0. 240 (0. 487) 0. 216 (0. 415) SME (20 49 employees) 0. 1231 (0. 296)- 0. 2114(-0
. 485) SME (50 99 employees) 0. 9406*(2. 002) 0. 7647 (1. 551) 0. 8808*(2. 304) SME (100 250
employees)- 0. 1773(-0. 395)- 0. 3186(-0. 667) SME (251 499 employees)- 0. 4788(-0. 763)- 0. 9574(-1
This 9 The size affects negatively the results of the innovative projects only for very small enterprises (less than 10 employees.
Overlapping knowledge across individuals is crucial to ameliorate internal transfer while diversity of knowledge elicit‘learning and problem solving that yields innovation'(Cohen and Levinthal, 1990, p. 133).
the number of executives employed by the firm; and the existence of a design office.
We decided not to take into account the percentage of executives to employees for SMES with less than 10 employees.
176) Size (number of employees)- 0. 00018 (0. 861) Executives(%)1. 3198(-0. 431) Design office 0. 045+(0. 088) n
F. Bougrain, B. Haudeville/Research Policy 31 (2002) 735 747 745 Table 6 Influence of executives presence on success rate of cooperative projectsa
Project result(%of executives to employees) Success Success rate Failures Failure rate Number of projects From 0 to 5 9 42.9 12 57.1 21 From 5
and the percentages of executives to employees. 5. 3. The contribution of executives to successful collaborative relationships The presence of executives indicates that the entrepreneurial manager delegates part of his power to its subordinates.
Consequently, the presence of executives should increase the success rate of innovation. Our empirical results invalidate
According to regression 2 (Table 4) and to the 2-test (Table 6), there is not a direct link between the result of a cooperative project and the percentages of executives to employees.
when the percentage of executives to employees is larger. This category is heterogeneous. Research and production managers are often at the heart of the innovation process.
Conversely, accountants and other administrative executives do not play a key role during the innovative activity.
In other words, the percentage of executives is only quantitative. It does not give any information on the organisational efficiency of the firms (Perrin, 1991.
We would also need information about executives'educational qualification. This lack of qualitative information is problematic.
Indeed, the level of education influences the receptiveness of executives to external sources and their approach to innovation problems to a considerable extent (Gibbons and Johnston, 1974.
When executives with a high level of education are confronted to a complex problem they recognise if the firm can rely on its own competencies to resolve this problem.
Conversely, the staff with a lower level of education relies more on their own knowledge. In firms, innovative competencies do not depend exclusively on executive staff.
Technicians are also crucial actors of product/process innovations in SMES. They differently conceive the innovative activity
but they contribute to incremental innovations as well as executives. 5. 4. The contribution of design office to successful collaborative relationships The activity of a design office is not as formal as in a R&d department.
We also assume that qualified employees working there are more able to understand information flowing through industrial networks.
One way to achieve this goal is to hire technically qualified manpower. Indeed, our results show that a design office facilitates the use of extensive information networks.
The firms with between 1 and 9, 10 and 19,20 and 49,50 and 99,100 and 250,251 and 499 employees were all independent.
We distinguish regional groups with more than 500 employees whose headquarters is located in the Centre region and subsidiaries of company
whose group employment exceeds 500 employees and is located outside the Centre region. By holding concurrently two criteria, the size of the firm and the ownership status, we avoid the classification discrepancies described by Tether et al.
small firms in the US represent 99.7 percent of all employer firms and employ over half of all private sector employees.
They make up 97.3 percent of all exports and produce 13 times more patents per employee than large firms.
These small businesses make up approximately 29.6 million businesses with 6 million of these with employees.
Thus, it can be seen that small business and SMES are a critical factor in the economic fabric of nations and regions.
This open model has been gaining support due to several factors, such as worker mobility, short product life cycles, globalization and increased competition (Rahman & Ramos, 2010.
materials or labour, is owned independently and operated, and is dominant in its field on a national basis. The business may be a sole proprietorship, partnership, corporation or any other legal form.
small is considered to be fewer than 100 employees, and medium-sized is under 500 employees (Headd & Saade, 2008).
A. Innovation Early research has examined the important role of innovation within entrepreneurship (Schumpeter, 1947. Therefore, in order to measure innovation, several dimensions were included in a twelve-item Likert scale.
B. Performance Frequently used measures of performance criteria include profitability, ROI, number of employees, revenues.
All businesses are under 50 employees, with a majority in both samples of fewer than 10 employees.
TABLE 2 FIRM CHARACTERISTICS SIZE (NUMBER OF EMPLOYEES) Characteristic Range Australian Businesses%(n=201) U s. Businesses%(n=229) Number of Employees Less than 10 From 10 to 20
in order to impact society has significant implications for SME owners/managers, SME employees and the economies in
which in turn can yield employment gains and contribute to the general economic health of a state, region or nation 12.
play an important role in innovation and provide alternative employment opportunities for many subsets of the adult population 2. Innovation in small firms is essential for the continued dynamism of modern economies (Klapper
International Differences in Work Related Values. Beverly hills, CA: Sage. 8 Lumpkin, G. T, . & Dess, G g. 1996).
Sustainable Development and the Innovation Process Paris April Working group Meeting Stockholm This report represents a continuation of work by the WBCSD in the areas of sustainability, innovation,
and for the evolution of biotechnologies were important starting points for our work. Appendices 31 IPR stakeholder dialogue UNDERLYING QUESTIONS What are the proper rules of access to genetic resources
Participants OF THE DIALOGUE 33 Employment/Labor unions Government Regulationsngosacademic institutions Think tanks/Research groups Customerssuppliersreligious groupsindigenous peoplesyouth/Women Media Who needs this innovation Who is directly responsible for decisions in the issues
Research (WZB) Andy Smith, Earth Ethics Rainer Züst, ETH WBCSD staff Michael Rulon Ross Stevens (Project Director, seconded from Dupont) WBCSD resources
Like other WBCSD reports, it is the result of a collaborative effort by members of the secretariat and executives from several member companies.
which more nearly mimic the way nature works. 4, chemin de Conches Tel:(41 22) 839 31 00 Email:
percentage of entrepreneurs and staff trained...23table 13: with whom do you discuss innovation?..29table 14:
Current trends in the international division of labour towards task specialization within clusters make local innovation systemsless likely to be effective as procurement
which is assimilated subsequently by other staff through communication and training. Both are easier when the knowledge gap within the sector is small
business consultants and marketing associations (Flatten et al 2011). Absorptive capacity is determined by entrepreneurship and firm-level attributes.
Firm level attributes include firm size and organizational structures and routines, such as participation in decision making, job rotation and interdepartmental communication and cooperation (Justin et al 2005, Reece 2007, Piralis and Reece
and number of staff, using the definition of the Government of Indonesia), age and legal status,
comprising 27 firms, 3 experts, 11 major players of the local innovation system and one global buyer.
but when needed meetings were conducted with more than 1 staff of the organization. Meetings lasted about two hours
2 staff of a financial institute and 2 university staff were interviewed. The information was counterchecked with information from active members of associations and interviews of 3 key researchers on innovation in small firms, clusters and handicrafts in Yogyakarta province.
starting a gradual shift towards export promotion. From 1983 to 2002 export grew by 27%a year (Wie et al 2006.
staff numbers and total staff (in-house and subcontracted; see table 3). 82%all exporters are owned locally.
They work from home, with casual workers generally sitting outside on small chairs or on the ground.
or as apprentices at subcontractors or exporters. Those who combine export and subcontracting have characteristics in between exporters and subcontractors.
980 Staff number 81 16 25 Number of workers at subcontractors 311 32 68 Staff in-house
annual turn over, staff number, staff of subcontractors. Table 4: innovation level (likert scale) by firm size 0 0. 5 1 1. 5 2 2. 5 3 3. 5 4 2
#6), asking your staff to cut 5 pages in one time instead of 1 (resp.##8), re-organising the management structure (resp.#
#9), improving human development management such as bonuses and staff appraisal (resp.##11) or more regular quality control of subcontractors (resp.#
annual turn over, staff number, staff at subcontractors. Table 8: perceived newness of products IHS Working Paper 27.2013.
The case of home accessories in Yogyakarta, Indonesia 17 Impact of innovation Innovation significantly results in an increased number of products and buyers, better quality of staff, cost reduction and increased quality of products,
3) Staff training. 4) Active involvement of staff in innovation processes. The impact of the indicators on innovation and their association is given in annex 3,
table 3 and 4. The indicators were computed into a new variable that measures assimilation capacity.
exporters work with trusted subcontractors and retain complex sampling, assembling and finishing activities in-house.
They build the capacity of their staff through training and bonuses. As resp.##14 notes:‘
‘5 workers I trained really well. I also give them an opportunity to express themselves.
In the west, designers give detailed specification to their workers. I just give an idea and design,
and workers can add ideas that fit in better with their technique. We are a team.
the fundamental problem is that subcontractors have low staff capabilities. It explains why no firm has been able to manage very large or complex orders.
but I cannot leave. There would be no character in the design and business. A silver smith that worked for
But it did not work, and he lost this job as well.''Firms are aware of their small base to manage innovation and production networks.
S=Staff Training dummy; D=number of departments dummy; DS=discuss with staff dummy; CD=capacity of designers dummy;
B=capability to balance innovation dummy. T he first stands for potential absorptive capacity and the second for realized absorptive capacity.
175 2 Staff number 0. 006 3 Secondary school completed dummy 0, 822 4 Other position 0, 972 Insignificant entrepreneur level variables:
ownership, age, combine material, staff of subcontractors, annual turn over. Willingness to take risks is not a significant indicator,
The impact of staff number is however marginal (ß=0. 006. The level of absorptive capacity differs significantly between exporters, high level subcontractors and low level subcontractors,
age of the firm and number of workers in subcontractors have no significant impact. Figure 4:
63%of all firms send their entrepreneur and/or staff to training, often provided by the government in association with university staff and associations.
In addition, many entrepreneurs train their own staff, as they are better aware of specific trends and technologies than training providers.
Training takes place on a wide range of topics, indicating that the sector moves forward in a balanced manner (see table 12).
46%of all firms report a large increase in quality of staff, 49%a moderate increase and 5%no increase.
percentage of entrepreneurs and staff trained Entrepreneur Staff Product design 35 26 Marketing 40 23 Management 25 22 Technologies 14 10 Other
Our workers were thinking that the low IKEA quality is viable for all our clients.
whom often pay workers piece-rates. For some buyers, such as IKEA and the Body shop, limited control of labor and environmental standards within the value chain provide reasons to adapt their value chain management or even leave Yogyakarta.
Environmental regulations in Europe and the USA steer innovation towards environmental-friendly production. Firms introduce environmental-friendly paint
and regularly invites foreign designers to work with subcontractors. Their subcontractors, however, notice no difference in innovation between APIKRI and commercial exporters.
Exporter Subcontractor Combination Total Staff 83,3%56,1%70,0%66,0%Buyers 76,7%69,6%80,0%72,9%Subcontractors 43,3%8, 8%30,0%21,6
generally sourced from within the cluster and produced by skilled workers from the village itself. These traditional clusters have a deep social embedding, with locally rooted value systems and strong ties of association.
But the chamber only has 5 employees, servicing thousands of firms in Yogyakarta province. Business associations are criticized also widely.
as many staff graduated from one of the 70 universities. They are seen as too theoretical to directly benefit the sector,
#7) as supervisor.(.While I was asked working, I permission to establish my own firm. I still consider myself his worker,
but at home I am the boss.''And later he adds:‘‘Resp.##7 does not give me many orders anymore.
4 Firm characteristics Staff number (mean) 13 39 91 Annual Turn over (US$, average last 5 years) $39, 535 $436, 886 $995,
travelling, a departmental structure, staff training, internal discussion and capacity of designers. Especially the ability to balance product, process
Kojima C,"Batik Industrial Value Chain and Global Promotion of Yogyakarta Province: Constraints and Opportunities"(Student working group, 2010.
4 Medium silver Budi silver Subcon 1 0 1 High silver LSE=more than 100 employees MSE=10-99 employees SSE=1
-9 employees Turnover=average past 5 years Price segment product ranges from low, medium, high to top end Number of employees=average last 5 years Source:
data collection IHS Working Paper 27.2013. Innovation in SMES. The case of home accessories in Yogyakarta, Indonesia 42 Annex 2:
, Yogyakarta City council Ma'sum, Director and operation manager, Estetika, Yogyakarta Mark Kwami, Director MKWAMI Design Services, consultant of CBI Nurhadi, production manager
385/,003 Capacity of designer. 554/.024 Staff training. 497/.048 Capacity of staff. -306/.086 Capacity of management. 000/.999 Discuss innovation with staff (dummy.
035/.862 ANOVA test significance of. 000 IHS Working Paper 27.2013. Innovation in SMES. The case of home accessories in Yogyakarta, Indonesia 45 Table 4:
association of assimilation indicators (V-Cramer/significance) Train staff Having departments Discuss innovations with staff Constraint:
capacity staff Train staff X. 631/.000.335/.004.215/.035.044/.663.191/.059 Dep'ts 631/.000 X. 412/.002 Discuss. 335/.004.412
capacity staff Constraint: access to finance Invest X. 353/.000.408/.000.131/.426.120, /488.124/.466 Borrow. 5/.000 X. 629/.000.269/.028.140/.379.215/.101 Business plan. 577/.000.629/.000 x. 304/.026.220/.183.101/.795 Constraint:
the Commission will consult experts and take into account the advice of all stakeholders considering the existing standards
is to give advice on the work programme, standardisation mandates and on the adoption of possible guidelines or non-binding recommendations.
The action plan was adopted after much preparatory work and a long consultation with stakeholders. Its main focus is to ensure the compatibility and interoperability of systems,
Building notably on the work conducted by several research projects (such as Rosatte http://www. ertico. com/about-rosatte) and taking into account the Inspire directive (http://inspire. jrc. ec. europa. eu)
A study was launched to support the European commission's work towards a European multimodal journey planner
The ITS action on promotion of multimodal journey planners is a common action with the Commission's Action Plan on Urban Mobility. and Transport Siim Kallas, ITS Conference, 22 june 2010.>>
'European commission Vice-president and Commissioner for Mobility Promotion of the development of national multimodal door-to-door journey planners, taking due account of public transport alternatives,
and their interconnection across Europe Promotion of multimodal journey planners 1 33 I N t E L L I G E N t t R A n s P O R
and freight in transport corridors and in urban/interurban regions this work should include benchmarking and standardisation on door-todoor information flows, interfaces between the transport modes, traffic management and travel planning, and,
development and increased use of smart road http://ec. europa. eu/information society/activities/esafety/index en. htm http://www. icarsupport. eu Promotion of deployment of advanced driver assistance systems
if relevant, their retrofitting in used ones Promotion of advanced driver assistance systems and safety-related ITS>AC T ION 3. 1>A c T I O N 3
Based on the outcome of this work, and if appropriate or required, specifications may be elaborated under the ITS Directive.
Building on this work, specifications related to intelligent truck parking should also be elaborated, under the ITS Directive. this is a current deficit of 14 p>>‘On German highways alone,
and traffic experts in and around Amsterdam at the end of March 2010. Roadworks'warning wrong-way-driver alert and protection of vulnerable road users were among the applications on show.
and international cooperation on research aspects will all be among the activities taking work forward on cooperative systems.>>
>support and monitor the work of ETSI (the European Telecommunications Standards Institute http://www. etsi. org) and CEN (the European Committee for Standardisation http://www. cen. eu) for, respectively, cooperative systems
DATEX II was tuned fine under the Easyway project (http://www. easyway-its. eu) before being transmitted to CEN for standardisation work.
In line with the priorities of the 2009 and 2010 ICT standardisation work programmes, CEN (the European Committee for Standardisation http://www. cen. eu) and ETSI (the European Telecommunications Standards
Institute http://www. etsi. org) continued their work notably on ecall (see page 18) and on electronic tolling systems (see page 16).
>set up an Expert Group on Urban ITS as a collaboration platform to promote ITS initiatives in the area of urban mobility and in particular to:>
AND ACHIEVEMENTS The Expert Group on Urban ITS was established and met for the first time on 8 december 2010,
/0 p urban mobility/action plan en. htm>>Expert Group on Urban ITS in the European commission's Register of Expert Groups:
http://ec. europa. eu/transport/urban/Setup of a specific ITS collaboration platform to promote ITS initiatives in the area of urban mobility Expert Group on Urban ITS>A c T I O
It underpins employment, economic growth and global exports, while providing citizens with resources and mobility that are essential to the quality of life.
the European parliament and the Council have focused the activity by specifying the six priority actions on which the Commission will start its work:
with the development of detection systems to warn drivers of the presence of pedestrians, cyclists or street maintenance workers.
‘Our work led directly to the night vision systems introduced in Europe around one year later.
‘Work in INTRO and related FP6 projects has contributed to a better understanding of the ways in
with the pilot acting as a supervisor/controller able to intervene or modify settings as necessary.
supporting the European commission ITS Action Plan, for the'promotion of multimodal journey planners‘(Action 1. 5). Coordinator:
/2009 Website www. i-travelproject. com Trip advisors Another important direction for ITS research is the promotion of multimodal door-to-door journeys,
These take account of the mobility requirements of visitors, employees, participants and VIPS, within the framework of general event logistics.
increasing resources such as capital and labour; and using resources in more efficient ways, for example through technological development.
'which involves the elaboration and adoption of new products, methods and processes alongside the creation of new industries and employment,
and those enterprises and workplaces are diminished or even cease to exist. Policy-makers often forget about this duality when developing innovation strategies,
and economic experts who also contributed their recommendations and comments to the work. Budapest, September 2013prof.
because the number of employees does not reach 20 in more than half of the business research organizations active in the field of R&d.
because the number of employees is more than 250 only in one-tenth of the business research organizations pursuing R&d activities.
(per billion euros of GDP) SMES innovating in-house Business R&d expenditures New doctorate graduates Employment in knowledgeintensive activities Non R&d innovation expenditure Youth with upper secondary
The low number of new doctorate graduates and persons completed tertiary education in human resources; in funding:
First-class work culture by several large companies, appearance of R&d and knowledge centres, concentrated R&d.
The problems require a clear division of labour in the RDI strategy: the knowledge bases (all the knowledge bases of the universities and the Academy, the private sector and the nonprofit and community sectors) form the basis of the national innovation system, social and economic actors in the knowledge economy,
between 1995 and 2004 already 7%of the GDP growth could be attributed to R&d activities National Science Foundation 2007 EU Doubling of the R&d expenditure of a company can increase the employment of given company by 2
-3%.Doubling of the R&d expenditure can increase the demand for labour of a given company by 15-20%in sectors with high R&d intensity;
research and development organisations, enterprises, government institutions, organisations funding innovation developments, universities, high schools and vocational training establishments, research hospitals, libraries, historical archives, museums, public education
while the number of workplaces with higher intellectual added value increases20. The expansion of the‘green'economy plays an essential role regarding environmental sustainability longside economic growth.
while establishing coherence with their public services (e g. provision of services regarding human resources shall be uninterrupted). By 2020 the key participants of the national innovation system will be significantly reinforced through the active support of RDI policy
and work skills of the population) are aimed at achieving the goals in the public sector. 18 This justifies detailed measurements and evaluations.
and human resources of basic research are available and the financing conditions are ensured. In addition to recognizing and encouraging scientific excellence,
1) The strengthening of the higher education required for enhancing the number of research and development workplaces. 2) The development of the vocational training for creative, innovative professionals. 3) The strengthening the interdisciplinary approach in higher education. 4) The generalization and strengthening
increase the added value of the economy more intensively than the average, resulting in an increasing number of well-paid workplaces.
This public investment also means that workplaces generating a higher income can appear in greater number after a few years
Large-company workplaces of high content of knowledge with intensive local knowledge connections C7. Increasingly innovative and diversifying SMES The professional content of instruments enhancing the national value creation in the sector of large enterprises Table 7 Large-company workplaces with intensive local knowledge connections Innovative
diversifying supplier SMES 1) Instruments recognizing development activity (e g. support for research and development workplaces. 2) Support for integrator programmes, cluster activities. 1) The multinational companies cannot be kept in Hungary for a long time only by using tax incentives, offering cheap labour and elements of the infrastructure.
The stable position in the international competition is guaranteed by the high quality of human resources. 2) This requires such a high-quality training
which is aligned with the future needs of these companies. The high-quality training together with research and development serving business needs provide a chance for the companies to establish their R&d activities in Hungary
thus creating ten thousands of qualified workplaces and ensuring the long-term operation of said companies in Hungary,
3) The strengthening of R&d centres of large companies in Hungary and attraction of these centres to Hungary by individual government decisions (EKD.
and advancement of their co-operation. 3) The development of content service. 4) The promotion of digital literacy supporting innovation and creativity and the increase in private computer and mobile penetration. 39 vision
there is a need for approximately 56,000 research and development workplaces by 2020 in order to achieve the GERD/GDP objective.
growth in productivity, growth in rate of exporting SMES (especially the RDIINTENSIVE medium-sized enterprises), growth in rate of innovative companies among active companies with more than 10 employees (the ratio to be increased to 30
and maintaining high added value and well-paid workplaces. The innovative supplier businesses with a good chance of becoming independent in the future are a target for support
thus improving its work skills and promoting the higher-quality and more cost-efficient operation of the social security system.
ERDF, ESF, normative funding, KTIA NATO procurements, procurements related to major challenges Contribution relief in case of employment of researchers;
innovative procurement Contribution relief in case of employment of researchers; Tax incentives and tax return qualification, legislative rationalisation JEREMIE export guarantee;
ERDF, KTIA Innovative procurement Contribution relief in case of employment of researchers; Tax incentives and tax return;
Training support ERDF, KTIA, EKD--Contribution relief in case of employment of researchers; Tax incentives and tax return qualification legislative rationalisation---Support in line with smart specialization;
distortion of tax benefits in the less-favoured areas Innovative supplier SMES Support for developing workplaces ERDF, KTIA--Contribution relief in case of employment of researchers;
joint RDI projects with the private sector ERDF, KTIA, sectoral budgets Innovative procurement Contribution relief in case of employment of researchers;
Primarily the opportunities lying in the more efficient utilization of the existing resources shall be used in the initial 37 The funding of targeted development of human resources (talent management,
every ministry is need in of a Chief Scientific Advisor with a professional association of a few people and a body coordinating them
Ex-ante evaluation by experts in the first quarter of 2013. The competences of the implementing institutional system are aligned not with the objectives.
Job creation Effects of R&d Expenditures: Are High-tech Sectors the Key? IPTS WORKING PAPER on CORPORATE R&d AND INNOVATION-No. 10/2011 December 2011 http://iri. jrc. es/papers/WP%2010-2011. pdf Einiö
The report of the Hungarian Academy of Sciences for the Hungarian Parliament on the work of the HAS
which the companies take account of the interests of society by having regard to effect of their activities on their business partners, suppliers, employees, shareholders and also the environment.
The experts will have an information on the common position of the professional community by receiving feedback on the results of the previous rounds and in view of these facts,
while only 15%of all employees are employed by them. The growth potential of national economy providing two-thirds of the employment is weak,
it is not capable of technological development by itself, it has a low degree of human resources.
The connection between the two sectors is weak and incidental the foreign enterprises operate as islands,
The students have an opportunity to develop their theoretical knowledge to practical knowledge during their stay by a company where they can have access to a much more complex knowledge (understanding of technology, creativity, responsibility, team work etc.
Its main function is to support the development of human resources. The current rules are included in regulation (EC) No 1081/2006 effective since 1 january 2007.
The aim of the European Social Fund (ESF) is to facilitate the balanced economic and social development with the support of those policies of the member states that aim at achieving full employment,
improving the quality of work and productivity, advancing social inclusion and reducing national, regional and local inequalities in the employment.
The employees employed at research and development workplaces carry out research and development activities and participate in their promotion in one part of
or during their whole-according to their working schedule-compulsory working time. The research and development statistics indicates the personal capacity by a headcount converted to full-time-equivalents.
In this case, the actual number of employees employed at the research and development organisation is indicated in the ratio of the time spent on research and development to the whole working time.
One unit of full-time-equivalent (1 FTE) can be regarded as one man-year. Therefore if somebody spends 30%of his
or her working time on R&d and the remaining part on other activities then a value of 0. 3 FTE shall be calculated.
and employs ten or more employees at the beginning of the examined period. The growth can be measured by the number of employees and turnover.
Network: system of co-operation characterized by common goals, interdependence and comparative advantages. The networking co-operations have different forms;
The current rules are included in regulation (EC) No 1083/2006 determining those types of measures (convergence, regional competitiveness and employment and European Territorial Co-operation), according to
R&d is a regular creative work, the purpose of which is to enhance knowledge and the knowledge base.
The total number of their employees is between 10 and 50 and their annual net turnover or balance sheet does exceed not EUR 10 million.
Those enterprises whose total number of employees is between 50 and 250 and their annual net turnover does exceed not EUR 50 million
business culture, qualification of the labour force, education and training institutions, services supporting innovation, technology transfer mechanisms, R&d and ICT infrastructure, mobility of researchers, business incubators
The total number of their employees is between 10 and 50 and their annual net turnover or balance sheet does exceed not EUR 10 million.
Research and development means such a creative work which aims at enhancing the already available knowledge or developing new applications.
experimental or theoretical work carried out primarily for acquiring new knowledge on the background of phenomena
it determines the long-term needs for human resources thus providing guidelines on determining the direction of training
starting knowledge-intensive enterprise which can produce fast growth small with a small investment in capital or Labour policy:
System-dynamical approach 28 ábra National level Human resources human and social capital Science system research capacity The development of the economy and the markets absorption capacity
and services mobility research results joint R&d works mobility Regional level Intwernational level The dynamic establishment (based on flows) of the stocktaking of the National Innovation System Figure
human resources and other soft factors Conditions of the factor market II.:physical infrastructure and other hard factors 50 The shortcomings inherent in the SWOT analysis have been eliminated by expert consultations and analyses.
27,818 1. European Research Council 15,008 2. Future and Emerging Technologies 3, 505 3. Marie Curie actions for skills development, training and career development
effect of reducing brain drain (effect of attracting human resources of high professional level; publications; national and international patents...
o Strengthening creativity, problem solving and innovative thinking in the whole formal and non-formal, informal education sector, o Strengthening the view and instruments of creative team work (workshops, competitions etc.
The number of workplaces engaged in research and development Macroeconomic indicator based on international statistical standards The actual number of researchers
The related human resources form an integral part of RIS that enable the professional operation, use and services.
management and human resources situation ensures the operation in accordance with the above mentioned criteria. 89 annexes The number of active groups important from the Hungarian viewpoint
Additional indicators related to the objectives and prioritized during the strategic monitoring Increasing the ratio of companies (with more than 10 employees) engaged in technological innovation to 30%The ratio of companies (with more than 10 employees) introducing new products
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