Human resources Development Operational Programme H2020...Horizon 2020 MA...Managing Authority IKF...Information and Knowledge Fusion ICT...
Prepared as a result of the work, the national smart specialisation strategy sets the directions for the entire country,
and require skilled labour industries have been able to show a significant improvement in recent years (manufacture of machinery and equipment, vehicle production, manufacturing of computers,
electronics and optical products) as opposed to the more labour-intensive industries which required a lower level of automation (manufacturing of textiles,
the report evaluates the innovation performance of the European states on the basis of a total of 25 aspects of 8 dimension (human resources,
Territorial characteristics of RDI Almost two-thirds of the country's approximately 24 thousand researchers work in Budapest.
where the majority (in FTE) works outside Budapest or the central region owing mostly to the research-intensive universities of Baranya, Csongrád and Hajdú-Bihar counties.
80%of researchers work in Budapest and Pest county. The R&d expenditures develop similarly to the personnel data,
compared to the more labour-intensive industries, which require less automation. The service sector dominates in the production of added value in a significant part of counties and Budapest,
Single European Market6 Growth and job creation cannot be achieved without a stronger deeper and expanded single market.
Intangible assets, innovation, intellectual property and human resources are the elements in which each country must be competitive to be able to assume an increasing role within the value chain.
FP7 was indeed the main instrument to meet European needs in the fields of employment and competitiveness,
as well as the promotion of partnerships between the universities, research institutions and innovation and technology centres.
The large foreign and Hungarian companies operating in the country have created cuttingedge work culture. R&d capital concentration and the modern RDI infrastructure appeared in the vicinity of the large companies.
so young people can hardly get employment and move away from rural towns, which has a negative effect on the sustainable society.
Strengthening talent promotion. Promotion of the development and maintenance of relationships among the inventors and researchers through the establishment of a central database.
Research and innovation environment, organisations, infrastructure and services: Harmonised operation of STI diplomacy. The instruments prioritised by the EU((public) procurement supporting innovation (Pcp and PPI), smart specialization, etc.
The promotion of the innovation and R&d activities will remain an important development priority both on the European and the national levels:
The promotion of venture capital investments will bring along more successful products and companies from the ideas;
which results in reduced labour-holding capacity, and the standard of living cannot be maintained. The H2020 appearance of the scientific and economic actors is realized not at the expected level.
Led by outside experts, the working groups prepared strategic white papers in the following sectors: health care industry; ICT;
Guide-http://www. oecd. org/sti/inno/smart-specialisation. pdf 36 promotion of smart specialization;
social promotion and strengthening of the recognition of knowledge and technology; conformity with the global social challenges;
expand employment and reduce the national debt to a sustainable level. In addition to presenting the progress made,
where participating experts and the competent EU committees commented the S3 drafts of Hungary and three other countries (Malta,
In accordance with the S3 methodology, the strategy development process, supplemented by consultations with EU experts,
means the panel of experts from the business and the academic world, civil society and regional development,
which coordinates the work of the other organizations involved in the design process, directs and ensures the work of these organizations from the methodological and quality aspects,
and prepares the smart specialization strategy for strategic decision-making. Inter-ministerial Working group: it was formed in order to ensure the monitoring of the planning process of the S3 strategy-building at the government level,
ensure the feedback of the experts and the public administration, support the individual subtasks, and prepare for the implementation of the strategy.
their work is supported by the county government offices under the guide of the S3 Management Team.
The county governments are involved also in the work of the Local Research Priorisation Working groups. Under the leadership of appointed experts, the work organisations are jointly carrying out the organising work
which ensures the mobilisation and involvement of the local stakeholders. The counties are responsible for establishing the specialisation directions with the involvement of all stakeholders by setting out from the local and regional experience and building on the own knowledge and information of the participants.
An independent S3 panel of external experts will operate closely connected to the organization of the NKFIH,
The panels of experts formed for the specific topics (e g. RDI infrastructure) arising during the implementation of S3 are linked also to the work of the Office.
It is important from that perspective smart specialization that the NKFIH liaises not only with the levels previously defined in the planning of S3.
Central Hungary Operational Programme (CCHOP) Ministry for the National Economy (NGM) Human resources Development Operational Programme (HRDOP) Ministry of Human Capacities (EMMI) Rural Development
social organizations and government agencies as well as the investors and experts, play a key role in successful local smart specialization.
which envisions an internationally competitive specialization-learning-alignment process which works on the long term, and the strengthening of an STI ecosystem. 3. 2. Classification of the Hungarian counties In order to ensure that the domestic regions,
in the course of which the main sectoral specialization directions were determined inhas also consultations with the involvement of external experts and local stakeholders.
The established directions, identified breakthrough points and main RDI key sectors could be used as a basis both by the work organisations responsible for planning
as well as the methodology of the two-round team work, as a result of which they developed their proposals for the economic,
the priorities unanimously set during the group work process have been included in the summarising column without any changes.
Group work 2: every group has reconsidered and refined their own priorities on the basis of the summarised and projected material.
the S3 work organisations have collected also proposals through an on-line, publicly available questionnaire. The respondents have had the chance to provide their priority proposals as an answer to an open question (not a closed form of questionnaire has been used),
The S3 Management Team also invited other technical experts and organizations along the'quadruple helix'.
or the innovative measures designed to remedy the problems of employment and employability. 24 doi:
yet there is an objective, namely"Promotion of the use of sustainable energy, "which has a common interface with the relevant priorities of the S3 documents of the Visegrád Four.
such as he promotion of strategic RDI cooperation and initiatives through the exploitation of synergies between the undertakings and public research organizations;
and the consistency between the two planning is ensured by a panel of experts set up for this purpose (the Inter-ministerial Working group) both during the development and the implementation processes.
The improvement of the infrastructural situation and human resources of the Hungarian institutions is indispensable for promoting the excellence of applications.
and charges on employment of personnel participating in research and development activities and to adopt regulatory and standardisation measures that indirectly influence the process of research and development and innovation in a positive way.
in some less manpower-intensive sectors, does not necessarily mean reaching the medium-sized business category,
Promotion of R&i investments of undertakings and creation of links and synergies between research and development centres and the higher education sector, particularly with regard to product and service development, technology transfer, social innovation, eco
Hungarian Region Promotion of R&i investments of undertakings and creation of links and synergies between research and development centres and the higher education sector, particularly with regard to product and service development, technology transfer, social innovation
the promotion of international and inter-sectoral researcher mobility. Increasing research, innovation and smart specialisation in human areas ESF, KTIA HRDOP Infrastructural investments in order to strengthen social cooperation Supporting regional service providing higher education
and labour market and the knowledge and technology transfer services (particularly in smart specialisation). Improving the quality, efficiency and openness of tertiary and equivalent education with a view to increasing participation and attainment levels, in particular to disadvantaged groups ERDF,
and promoting the sustainable operation of the already running businesses-Promoting special economic activities based on internal resources in regions with a shortage of human resources and undertakings-Strengthening the cooperation between the stakeholders in the rural economy-Managing the problems
developing and activation capacities-Promotion of the funding of small agricultural and food processing undertakings
, technological development and innovation Promotion of R&i investments of undertakings and creation of links and synergies between research and development centres and the higher education sector,
The participants in FIEK build a strong relationship with state institutions, professional organisations, in order to facilitate the development of the sector
Hungary has started a shared understanding between the government and the business operators on the promotion of the domestic business incubators and the opportunities for the development of the so-called start-up culture.
Human resources Development Operational Programme (HRDOP)( sources: ERDF, ESF; a total amount of EUR 2, 999 M over 7 years) The aim of the Human resources Development Operational Programme is to contribute to addressing the social inclusion and demographic challenges by improving human capital
and social environment. Priorities of HRDOP that are relevant to R&d: Priority 3: Increasing knowledge capital;
updating the skills of employees, and matching education and training systems to labour market needs. Rural Development Programme, RDP The priority,
which is relevant to R&d&i is the action M01 within priority 1 (Fostering knowledge transfer and innovation in agriculture, forestry and rural areas) of the Rural Development Programme:
basic researches) performed in Hungarian workplaces through tenders, with the involvement of Hungarian and foreign evaluators.
and facilitating the promotion of the development of the best-performing areas are no less important in terms of increasing the competitiveness of the country.
x x to be elaborated Pilot incubator programme x x x x 1 Elaboration of further pilot projects x x to be elaborated 1-professional supervisor and controller;
Formal assessments are carried often out in the interests of those who manage the interventions with the aim to improve their work.
in addition, the most appropriate and competent experts carry out the work, which develop the local and the national economy.
centres of manufacturing industry undertakings as a percentage of GDP%2012 0. 47 0. 65 KSH annually calculated staff number of research centres of manufacturing industry undertakings
901 6, 800 KSH annually proportion of companies engaged in technological innovation%2010 18.42 21.00 Eurostat biannually proportion of persons employed by the high-tech and medium-high-tech manufacturing industry to the number of employees%2012
This work is licensed under a Creative Commons Attributionnoncommercial-Sharealike 4. 0 International License Principal investigator and main author:
Nesta is backed with an endowment originally provided from the UK National Lottery and works through a combination of research, investments,
Fabrizio Sestini European commission DG CONNECT Senior Expert (Advisor) Digital Social Innovation 4 Growing a Digital Social Innovation Ecosystem for Europe What is it?
One example of the potential in mobilising citizens to create collective knowledge is done the work by Cancer Research UK on their citizen science platform Cellslider.
The study also indicated some examples of how these actions could be implemented within the framework of the Digital Agenda for Europe and under the Horizons 2020 Work Programme.
which services are designed explicitly to tackle societal challenges such as climate change and unemployment. This research project has identified,
and policy for DSI in relation to the Digital Agenda for Europe and under the Horizon 2020 Work Programme,
Health and Wellbeing, Finance and Economy, Energy and Environment, Education and Skills, Culture and Arts, Work and Employment, Participation and Democracy, Neighbourhood Regeneration,
Bitcoin) 7. Some of these have encouraged deliberately a changed awareness of how economies work for example, valorising labour time equally,
Projects and areas of work like Safecast or open source Geiger, the Smart Citizen Kit and open wearables are showing interesting potential in combining innovative technology trends to generate unexpected services.
and the promotion and diffusion of knowledge systems in the public domain, such as Communia. These activities are favouring a shift towards open access and transparency,
The Chaos Computer Club (CCC) HACKERS NETWORKS 34 Growing a Digital Social Innovation Ecosystem for Europe The World wide web Consortium (W3c), an international community that works on developing
that works on promoting peer-to-peer practices, and the Iot Council, promoting an open Internet of things vision,
The work by Nesta in the UK, on the tech for good incubator Bethnal Green Ventures,
Most European cities work with sensors that monitor environmental conditions. Pollution, temperature, humidity and light sensors are installed that provide information that could be used to develop applications for citizens
Guifi. net COMMUNITY NETWORKS The work by Tor on creating secure, privacy-aware and crypto tools that bounce Internet users'and websites'traffic through‘relays'run by thousands of volunteers around the world,
and transparency by supporting journalists and other experts to access information and report key stories.
Other pioneering examples include the work by the Estonian Government and the not-for-profit Praxis on the Meiraha project
as is the work by the social innovation research project COMMUNIA. The European Thematic Network on the Digital Public domain is an international association based in Brussels. COMMUNIA is built on the eponymous COMMUNIA Project Thematic Network, funded by the European commission from 2007 to 2011,
which is funded not by the European union but shows how open research works, is FLOK Society in Ecuador.
The work by organisations like Raspberry Pi and Arduino illustrates the potential in open hardware.
FINANCE AND ECONOMY EMPLOYMENT SMART PUBLIC SERVICES ENERGY AND ENVIRONMENT Health and Wellbeing Finance and Economy Energy and Environment Participation and Democracy Smart public services Science and technology Education and skills Culture and Arts Work and Employment DSI AREAS AREAS OF SOCIETY New
ways of making Funding acceleration and incubation Open democracy Open access Collaborative economy Awarness network TECHNOLOGY AREAS Open Hardware
AND SKILLS PARTICIPATION AND DEMOCRACY CULTURE AND ARTS HEALTH AND WELLBEING WORK AND EMPLOYMENT Arduino Avaaz Avoin Ministeriö Bethnal Green Ventures Citysdk Clearlyso Angels Communia Commons 4 Europe Confine Crisisnet Desis Network Everyaware Fablab
Fairphone Freicoin Free software foundation Github Goteo Guifi. net Healthbox London Landshare Liquid Feedback Makerfaire Mysociety Open Corporates Open Garden Open Government
AND ECONOMY ENERGY AND ENVIRONMENT PARTICIPATION AND DEMOCRACY NEIGHBOURHOOD REGENERATION SCIENCE EDUCATION AND SKILLS CULTURE AND ARTS WORK AND EMPLOYMENT 254 251 164 163 162 138
GDP slw-down since mid-2011, environmental disasters, climate change, an ageing population and growing unemployment will require innovative solutions that challenge traditional ways of doing things.
The workshop brought together over 70 DSI practitioners, researchers, experts, and poliy makers from different European countries,
and women bring new perspectives while improving access to information, education and work opportunities for women.
Most of the ideas you come up with at first won't work. But it's only through the process of constant idea creation that you arrive at something that is radical and transformative.
As outcome of the DSI policy work shop, we have designed a Bottom-up Policy Toolkit for practicioners
when they were founded, turnover, number of users, size of organisation, employees etc) What they were trying to achieve with their service,
and helped them to scale up their work What the biggest barriers were faced that they and how to address them (through policy?
It is important that you leave at least half of the time for participants to ask questions from the presenters.
You may also want to promote the importance of evidence-based policy-making as a continual process of understanding what works (and
which is the local agency for employment and economic growth for the area of Barcelona35. Growing a Digital Social Innovation Ecosystem for Europe 69 Some other examples come from private organisations.
The competition invited Europeans to come up with new solutions to reduce unemployment and minimise its corrosive effects on the economy and society.
Conversely, institutions and in particular public institutions and work done with public money should be open and transparent.
seeking the right balance between the interests of creators (to control their work and to be able to make a living from their creativity) and the interests of society (access to information and culture, freedom of expression)( Keller,
and to create collaborative work environments. In this context labs can be understood as spaces and units set up run
often done in collaboration with external entrepreneurs and internal government policy experts. Engaging citizens and nonprofits to find new ideas These labs focus on opening up government to voices and ideas from outside the system,
PS21 has created systemic interventions such the Staff Suggestion Scheme that creates an opportunity for any public officer to directly submit ideas to improve public services.
Qualitative responses to the idea-interviews or meetings/consultation with key stakeholders, such as domain experts and possible purchasers of the service to establish what social challenges need to be addressed
Observing potential users to see if the product works in their context Quantitative responses to the idea,
Establishing potential routes to market How the impact is measured As emphasised in the framework developed by Nominet Trust there are a number of tools digital social innovations can apply to capture the impact of their work,
The work done by Wikiprogress is exploring new digital tools for including people, in relation to what should be measured through the development of indicators,
which looks at key statistical sources for measuring input (such as firm level micro data, R&d statistics, labour force survey),
and organisations from the rest of the EU. Identify specific social challenges (such as health, employment,
Sigma Orionis Mayo Fuster Morrell Fellow of the Berkman Centre, Researcher, Institute of Govern and Public Policies (AUB) Gohar Sargsyan Adviser and founding member, OISPG;
Consultant Logica Daniel Kaplan Founder and CEO, The next-Generation Internet Foundation Simona Levi Founder, Forum for the Access to Culture and Knowledge Markkula Markku Committee
design work. Thank you to the projects Advisory Group who have been generous in sharing their own experience from working with
We would also like to thank the experts from around Europe who attended our DSI policy workshop in Brussels on February 17th, 2014,
Over the course of this project we have spoken to numerous experts in the Europe and internationally,
The approach typically involves a small group of colleagues solving workplace problems utilising their own processes of sharing, reflection and facilitation (e g.,
The leadership team, together with professional development and IT experts, met fortnightly for planning and monitoring,
of technology affordances through research literature, experts, and location of best practice exemplars in HE Preliminary planning of workshops Preparation and planning of workshops Workshops for Faculty teachers on the development of authentic tasks using devices in pedagogically appropriate ways Trialling
Faculty-or Department-wide solution to a problem rather than draw on outside experts to advise on‘correct'procedures.
Using scenarios for staff development with mobile technologies. In Proceedings of mlearn: Making the connections. 6th International Conference on Mobile Learning (pp. 119-125.
Where does staff development fit in the educational technology landscape? In Hello! Where are you in the landscape of educational technology?
Preparatory staff development issues. In ICT: Providing choices for learners and learning, Proceedings ascilite Singapore 2007. http://www. ascilite. org. au/conferences/singapore07/procs/olney. pdf Palm Inc. 2005.
A teaching gimmick that works. Developmental Cell, 7, 796-798. Wood, J.,Keen, A.,Basu, N,
which employs some 860 staff. The C&ag certifies the accounts of all government departments and many other public sector bodies.
and our work led to audited savings of almost £1. 2 billion in 2012. Our vision is to help the nation spend wisely.
The processing and payment of the state pension, a service delivered by the Department for Work
NAO analysis of Authority data 3. 4 The Authority works to a target to process 97.5 per cent of items accurately.
These costs are allocated using the number of staff employed to operate the service and the Authority does not know the actual costs of running its CIP or legacy systems.
This means that most of the differences in cost between the CIP and legacy system that we discuss below are the result of differences in the number of staff used to deliver
processing staff cost and estates. 4. Number of prescription line items for 2012-13 have been estimated using the trend between 2010-11 and 2011-12.5.
and the cost of internal staff supporting the ICT system. 20 Part Four NHS Prescription Services:
or implement the remaining work. The Authority is taking ongoing tactical steps to reduce the scope of the legacy system
CIP would also require further development to add the business rules for the work-load currently handled by the legacy system.
the impact of legacy ICT People Our assessment Key finding Now Future Staff responsible for operating
and knowledgeable. 4. 20 There are around 11 full-time equivalent staff who operate the legacy system,
with a small number of standby staff available to cover for absences and emergencies. The staff we met are typically long-serving and experienced,
and reliance is placed upon this experience to sustain service levels rather than more formal training. 4. 21 A good level of support is provided to the staff users with a change-controlled operating manual that contains business rules for processing drugs,
and a comprehensive and frequently updated drug catalogue for drug codes and prices. There are no dedicated environments for end-user training
Staff performance is monitored and captured by both systems. This enables managers to effectively track the performance of their staff
and manage issues appropriately. 4. 22 A large IT support team is necessary due to the diversity and complexity of the systems.
although at the time of our study, staff were still waiting for a date for the move.
the impact of legacy ICT Part Five 31 Figure 10 Lessons from the prescription pricing service Lessons Commentary Senior management ownership of IT risk leads to proactive decisions
Interviews with financial and operational staff Analysis of investment and spend Data analysis of service performance
and contract management staff, technical stakeholders and representatives from suppliers Document review of ICT and contracting strategies, reviews of the ICT estate,
and scored themselves against the components of the framework Semi structured interviews with corporate service leaders, senior technical staff,
system users drawn from staff and representatives from the suppliers Data and document review that encompassed key contracts, technical and design documentation, management information,
People Internal workforce The staff responsible for the ongoing operation of the legacy system have the necessary skills
Recruitment, retention and development activities are aligned with the needs of the service and its customers.
The introduction of the streamlined process, November 2011.6 Department for Work and Pensions: The introduction of the Work Programme, January 2012.7 Department for Work and Pensions:
Child Maintenance and Enforcement Commission: cost reduction, February 2012.8 HM Revenue & Customs: The Compliance and Enforcement Programme, March 2012.
Adult apprenticeships, February 2012. Policies and strategies for information and technology and business 14 Department for Environment, Food and Rural affairs and the Animal Health and Veterinary Laboratories Agency:
and Trade The report sets out policy messages and recommendations from the work undertaken on this topic.
and individuals in providing the framework to encourage ICT skill formation at higher levels, in vocational training and in ongoing lifelong learning.
business consultation services and employee and management training to enhance ICT and managerial skills. Policies have shifted over time as firms
most small firms, including micro-enterprises with fewer than ten employees, now have at least one computer terminal, usually with Internet access.
For example, customer databases with a history of client-specific correspondence help managers and employees to respond more effectively to customers.
A company-wide electronic data source aims to disseminate employees'professional experience, for example tips for winning a contract, from
3. In this document, small and medium-sized enterprises (SMES) are firms with fewer than 250 employees
Micro firms are usually those with fewer than ten employees. 4. In this document, unless otherwise indicated, the terms electronic commerce
and employees and among employees in part because the personnel's daily routine tends to be extremely busy.
client feedback and information on employees'professional experience, such as know-how for winning a contract, can be stored electronically
A Japanese company with 40 employees, which previously recorded sales representatives'field experience in written reports,
Another firm with 40 employees, has established a company-wide intranet with an on-line BBS (bulletin board system)
which all employees can access and in which customers'claims and inquiries are updated categorised and daily.
and employees for responding to customer inquiries, but also make business processes and knowledge accumulation more efficient.
and persons seeking employment from abroad by providing information on their technologies and financial positions (e g. balance sheets).
and firm performance. 5 A study of Canadian manufacturing establishments (plants) with ten or more employees (excluding food processing establishments) drawn from Statistics Canada's Business Register,
This study showed the positive impacts of e-commerce on their turnover and profitability and to a lesser extent on employment
Further work by researchers in 13 OECD countries based on large scale statistical surveys provides evidence that the use of ICT can contribute to improved firm performance, in terms of increased market share,
Moreover, it indicates that ICT may help reduce inefficiency in the use of capital and labour, e g. by reducing inventories,
organisational change and innovation are key to making ICT work, and that the use of ICT affects firm performance primarily
In most OECD countries, Internet penetration rates for medium-sized firms (50-249 employees) are the same and sometimes higher than for larger firms (more than 250 employees), with penetration rates
Small firms (10-49 employees) have a slightly lower penetration rate, between 60%and 90%(Figure 1). Even in micro-enterprises,
which covers firms with fewer than 500 employees, suggests that firm performance, as measured by profit
private households employing staff and religious organisations. Canada includes the industrial sector. Japan excludes agriculture, forestry, fisheries and mining.
Note 2. For Canada, 50-299 employees instead of 50-249 and 300 or more instead of 250 or more.
businesses with 100 or more employees. For The netherlands, 50-199 employees instead of 50-249. For Switzerland, 5-49 employees instead of 10-49 and 5 or more employees instead of 10 or more.
For Mexico, Businesses with 21 or more employees, 21-100 employees instead of 10-49,101-250 instead of 50-249,151-1000 instead of 250 or more.
Note 3. Internet and other computer-mediated networks. Source: OECD, ICT database and Eurostat, Community Survey on ICT usage in enterprises 2002, May 2003.
Data available from surveys in some countries indicate that SMES use the Internet (and e-mail) for better external communications and as a means of obtaining business information.
services and technologies via the corporate Web site, order exchanges with regular customers, recruitment and receiving customer feedback.
A study of 484 SMES with fewer than 250 employees in Lanarkshire (Scotland) shows a similar pattern of Internet use.
%20%40%60%80%100%B2b e-commerce B2c e-commerce Software purchase Purchasing materials/office equipment Receiving custmer's feedback Recruitment Order
Percentage of responses of 1 700 SMES with 300 or fewer employees using the Internet as of August 2001.
20011 Percentage of businesses with ten or more employees 0 20 40 60 80 100 Denmark Japan (2) Finland Sweden Australia New zealand Austria Norway
All businesses with 50 and more employees. 3. Use, orders received and placed refer to Internet
In Norway, for instance, more than 70%of firms with 250 or more employees reported on-line purchases,
as compared to about 30%of small firms (10-49 employees) and 50%of medium-sized firms (50-249 employees).
. All businesses with 50 or more employees. 2. Orders received or placed over the Internet and other computer-mediated networks.
In Australia, over the period July 1999-June 2001, selling over the Internet by micro-enterprises with 5-9 employees declined from 16%to 13%and by firms with 10-49 employees from 21%to 18,
%while the number of firms with 50-249 employees selling on line rose from 17%to 20%.
%In Norway, only 12%of micro-enterprises with 5-9 employees engaged in on-line sales in 2001, down from 21%in 1999,
while 28%of firms with 50-249 employees and one-third of firms with 250 or more employees had on-line sales in 2001,
Businesses with more than 250 employees 05 10 15 20 25>1%>2%>5%>10%>25%>50%%Businesses sales Businesses with 10-49 employees
A recent survey of SMES with fewer than 250 employees in 19 European countries shows that around 40%do not use the Internet for selling
-9 employees Small firms w ith 10-49 employees Medium firms w ith 50-249 employees Note:
Percentage of 1 427 firms with fewer than 250 employees not using the Internet in 19 countries (15 EU member states plus Iceland, Liechtenstein, Norway and Switzerland.
A study of 20 small construction contractors in Australia with 2-45 employees suggests that small firms in this industry have been not only 20 slow
A firm with 90 employees and an emphasis on personal contact with clients decided not to adopt the Internet after a three-month trial of a Web site (Mehrtens et al.
A study of small ICT companies with 3-80 employees suggests that the Internet was adopted by firms with personnel who understand the technology (Mehrtens et al.
where ICT services are generally scarce and costly. 21 Box 3. A magnet manufacturer's e-commerce success Ni-roku is a Japanese magnet manufacturer with 12 employees,
In September 1997, an employee created the company's Web site (www. 26magnet. co. jp. By 2000, annual e-commerce sales of magnet products via the site had reached already more than USD 700 000,
In 1996 a company employee bought a personal computer at his own expense to use the Internet.
The professional advice of IT and e-business consultants can help them, but SMES may not easily have access to them because of relatively high cost.
Some small businesses, especially micro-enterprises with 1-9 employees or the self-employed, may adopt a simple Web site without any e-commerce function
and this may raise costs and generate excessive workload in terms of staff time. In fact, some small shop owners, especially those that outsource Web page design and updating
a majority of SMES with 10-249 employees in Austria, Greece, Italy, Luxembourg, Spain, Portugal and the United kingdom indicated excessively slow or unstable data communication as a major hindrance to Internet use (Eurostat, 2002.
2001 Percentage of businesses with ten or more employees using the Internet 0 10 20 30 40 50 60 70 80 Finland Italy Austria Spain Portugal
A study of 12 Canadian high-technology SMES, most with fewer than 90 employees, showed that these firms considered a Web site as a means to improve credibility,
2000 Percentage of businesses using a computer with ten or more employees 05 10 15 20 25 30 35 40 45 Italy Spain Austria United kingdom Finland
48.6 45.4 44.7 45.3 44.2 Customers do not use the technology 26.9 27.4 26.9 48.5 20.0 47.6 33.6 27.8 32.6 31.4 Finding staff with ecommerce
SMES are those with 25-250 employees, large are those with more than 250 employees. The survey sample sizes are:
Singapore 105 establishments classified as SME and 97 as large firms; Brazil, 98 SMES and 102 large firms;
In another European commission survey, a small percentage of small firms with 10-49 employees indicated national differences in consumer protection as the most important reason for not using the Internet (European commission, 2002a.
The EBIP set of early adopting firms showed interesting differences between small and large firms (small defined as less than 250 employees.
Percentage of responses of firms with fewer than 250 employees using the Internet in 19 countries (15 EU member states plus Iceland, Liechtenstein, Norway and Switzerland.
The Internet is used mainly for travel-related information and promotion. In the United states, where on-line travel sales grew rapidly from USD 400 million in 1997 to USD 22.7 billion in 2002
and an average of six employees per agency. On the other hand, the number of potential customers, some of whom may prefer a smaller agency's prices
Another textile producer with 300 employees does not use the Web for buying and selling because the company is worried about decreasing their competitive advantage by making information available to competitors (Scupola, 2002).
Box 5. An on-line retailer with a personal touch West country Violins, with three employees in East Devon (United kingdom), is run by a husband and wife, Brian and Felicity Ward-Smith,
Any further work on ADR/ODR in the SME context would need to be undertaken in close coordination with the ongoing work programme of the Consumer Policy Committee on ADR issues,
Case studies can provide practical business pointers to managers and employees. Prize and award programmes may give high visibility
offers access to experts and encourages implementation of e-business strategies. The SME E-business Information Toolkit provides step-by-step guidance.
Industry Canada works closely with the E-business Opportunities Roundtable, a private sector initiative, on a series of regional events to help SMES understand
Private consultants analyse participants'companies and develop an action plan for them. Each company is allowed 2-5 consultation days
and the government covers 85%of consultant fees Ireland PRISM initiative Using the positive experiences of local SMES as a catalyst for further e-business adoption,
National branches and 250 consultants help SMES and entrepreneurs prepare and implement their ICT action plan.
In the United kingdom, e-business advisers have provided small firms with free advice and assistance on the effective use of ICT in 70 centres across 12 regions designated for the UK Online for Business programme.
the easkel programme covers 85%of direct consultant fees for SMES participating in management training that allows two to five expert consulting days to develop an e-business action plan.
This reflects the recognition of the importance for small business managers and employees of ICT applications and required skills.
The Learndirect programme offers both on-line access to ICT training and off-line consultation with trained staff at local Learndirect centres.
Forem's Web site provides a meeting place for businesses (e g. job vacancy advertising), a list of training programmes and aids for training.
Spain A programme is designed for micro-enterprises (fewer than 20 employees) in small towns with a special emphasis on training in the use of the Internet, e-mail and new management techniques.
and employees to tailor their learning according to their immediate needs. Service users can contact the trained staff in local Learndirect centre for consultation.
United states Business Information Centres etc. At a state level, various training services are available. Business Information Centres and Small Business Development Centres provide free or low-cost up-to-date training.
The Service Corps of Retired Executives (SCORE consisting of retired business people, offers training as well as free business consultation.
and employees focusing on both technical and managerial skills need to be provided in cooperation with business
and employees are focused increasingly on both technical (ICT) and managerial (e-business) skills designed to improve abilities to benefit from e-business strategies.
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