The first work of André and Abreu, when dealing with the role of social innovation in territorial development, develops a series of concepts and dimensions,
the promotion of social inclusion and training agents or actors subject, potentially or effectively, to processes of social exclusion and/or marginalization, triggering, that way, a more or less intense change of power relations."
creating employment opportunities for young people of that community, who are mostly black, training them for a music career.
"we can note their theory affirms it concerns"institutions whose conception focuses on employment, qualification, social security,
we argue that what is needed is more theoretical and empirical work to help social innovation to develop into an effective policy tool.
Unemployment is acute among young people. Over one in two people aged 15 24 are out of work in Spain and Greece;
in France and the UK, youth unemployment is well over 20%(OECD March 2012. There is empirical evidence
In contrast, declining living standards for the majority and the lack of employment opportunities for young people are two of the foundations of the renewed spectre of political extremism
Europe 2020 aims to convert Europe into a social market economy delivering high levels of employment, social and territorial cohesion (European commission 2010.
From a European policy perspective, research is needed first to understand what works in delivering economically successful social innovations
The Young Foundation understands social innovation as those new ideas that work in meeting social goals (Young Foundation 2007.
More specifically in Europe, social innovation is central in meeting the EU2020 targets to increase employment,
One important site for social innovation is the workplace. Workplace innovation has been defined as: a social, participatory process which shapes work organization and working life, combining human, organizational and technological dimensions and resulting in a better quality of working life (Oeij, Klein Hesselink, and Dhondt 2012.
Workplace innovation is primarily a development in private organizations, but there have been recent initiatives to include new cooperative approaches such as sustainable production and social services (Vlaamse Raad voor Wetenschap en Innovatie 2011).
A substantial body of literature in territorial studies explores the potential of social innovation for the development of new forms of governance, community formation and participation (Maccallum et al. 2009;
Moulaert et al. 2007,2010; Swyngedouw 2005. Sub-concepts such as milieu of innovation and social capital stress the depth and effectiveness of networking and collaboration for regional economic competitiveness (Fromhold-Eisebith 2004.
The rising interest in co-production comes from a number of areas including the enhancement of the citizen orientation in public services, the promotion of the role of the underprivileged and the encouragement of the actions of a civil society (Pestoff and Brandsen 2010.
Concepts such as design in use and the appropriation work of users in information technology refer to practical efforts to make technologies work.
The role of culture and creativity as drivers of growth and employment is high on the European commission's agenda.
for example care work, which is expanding with the aging population (Goos and Manning 2007). Access to high social status jobs offering good levels of social security is restricted increasingly
Conversely labor market sectors which require lower skill sets have seen employee's terms and conditions become increasingly precarious (Cappelli 1993).
Consequently, those who are not academically successful are structurally shutout of stable and well-paid employment situations (Barrett 2010.
Parts of health care were outsourced to the private sector and the Work Programme, the Conservative government's program to help welfare Innovation:
affecting service provision and employment in most deprived communities over-proportionately (72%of social enterprises reported a negative trading outlook;
24%of all anticipated redundancies will fall within the most disadvantaged communities compared with 9%in the least deprived areas;
and theorizing what works in delivering effective social innovations:.the loci of social innovation;.the concept of social innovation is theorized under;.
distribution and/or employment and so these factors will be important in facilitating or impeding social innovation.
As a consequence of this oversight or neglect, many European regions struggle with high levels of dereliction, unemployment, welfare dependency, child poverty, crime and general deprivation.
They are the experts on their own lives. At a more theoretical level it also suggests the need to challenge the orthodoxy within the functionalist managerial literature that often implicitly accepts the neoliberal paradigm (see for examples the critiques of Dey and Steyaert 2010 and Curtis 2008.
Disadvantaged Groups in the Labour market. Economic and Labour market Review 4 (6): 18 24. doi: 10.1057/elmr. 2010.78.
Barroso, J. M. 2009. How to Boost Social Innovation. http://europa. eu/rapid/press-release ip-09-81 en. htm. Bateman, M. 2010.
Why Doesn't Microfinance Work? The Destructive Rise of Local Neoliberalism. London: Zed. BBC. 2012.
The Rising Polarization of Work in Britain. Review of Economics and Statistics 89 (1): 118 133. doi:
OECD. 2012. http://www. oecd-ilibrary. org/employment/youth unemployment-rate. Oeij, P. R. A j. Klein Hesselink,
stilstand is achteruitgang Workplace Innovation in The netherlands: Stagnation Means Decline. Tijdschrift voor HRM 1: 7 32.
INTRODUCTION With the globalization of economies and competition, innovation has become the most important factor in development, employment,
The supply factors include human resources, knowledge and information, and funding. The demand factors include existing and potential demands/needs,
Production, products, employment strategies and flexibility are part of the industrial support activities. To translate a successful innovation into a commercial success, multidimensional supports,
The dimension of skills transfer includes finding liaison between research institutions/universities/individuals and industries, locating R&d resource, performing skill search, recruitment,
neighborhood, workplace, and kinship or class). With application of information and communication technology, social networks become flexible
The information maintained by the entities is used to calculate the network's key parameters like effective size of the network, density and redundancy,
which is used by the administrator to manage the company information, owner information, employee information, income and other financial information about the company.
and verified by a panel of experts include human, financial, physical (equipment and space), and intangible/intellectual resources and are offered as part of the content services to registered users to improve innovations success (Lea et al.,
, human resources) who share the same goal/interest with other users and communicate with them to exchange viable information that could serve as a seed to developing an innovative business proposal.
Figure 15 presents availability of human resources and intangible resource for every region. In a quick glance, the administrator can understand the resource spread across regions
An Examination of Internet Effectiveness for Non-work Activities Pruthikrai Mahatanankoon is an Assistant professor of Information systems at the School of Information technology at Illinois State university.
His current research interests focus upon Internet behaviors in the workplace, mobile commerce, and management of IT professionals.
In fact, investments in high speed rail have been estimated to have potential to add 2 to 3%to countries'GDP growth through wealth and job creation.
mobility will be driven completely by connectivity-making his/her connected living within the home, work, city and even in the car completely seamless.
the Taas model will deliver increased capacity, reliability and redundancy; faster & seamless journeys; an enhanced passenger environment;
This stems from creative, innovative, entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision.
which uses collective bargaining over the internet to bring down the prices of services, thereby offering unmatched discount deals in the market for everyone.
& employees about health Extra investments generated outside the UK to improve services at local hospitals in the UK New forms of care delivery:
works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make orbreak today's market participants.
-Promotion of co-ordination in the provision of public services in the region; -Promotion of co-operation, joint action, etc. between local authorities, public authorities and/or others;
-Reviewing the overall development needs and investment priorities of the region; -Preparation of statutory Regional Planning Guidelines (RPGS) and reviewing Development Plans of local authorities in the region. 3. Strategic Directions Required for the RDP 2014-2020 A number of key directions have been identified by the SERA
'-Focus on tackling the high levels of unemployment, particularly amongst the youth population; -Facilitate the provision of effective and efficient collaboration
p. 1 Employers tackle‘unpredictable'skills mismatch in ICT sector...p. 2 EU's‘digital champions'make plea to next Commission...
In March 2013, the EU executive, spearheaded by the commissioner for the Digital Agenda, Neelie Kroes, launched the Grand Coalition for Digital Jobs
which aims to increase the number of their high quality apprenticeships and internships by half over three years, from the current 9, 000 to 13,500.
Schaart said that the Commission has promoted rightly digitalisation and its adoption by society as one of the most important sources for growth and employment.
and though it may not be the whole answer to the sector's employment problems, Higgins said,
Five policy areas The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials:
Employers also have to be better at explaining that the opportunities in ICT are attractive,
Keeping the momentum A Commission spokesperson told Euractiv that the EU's executive is definitely viewing the Grand Coalition initiative as a success so far.
as well as private employment services. Employers tackle‘unpredictable'skills mismatch in ICT sector Although ICT experts disagree on how big the future skills gap in the sector will be,
they are convinced that employers need to tackle the issue today through better training programmes, better start-up environments,
and recruiting more women. The past years'financial crisis is reflected still in the overall unemployment rate in the EU's 28 member states which at the start of the year was at around 10%.
%In Greece, however, the unemployment rate is closer to 30%and in Spain, one in four is unemployment.
The figures for youth unemployment are even more devastating; 59.2%and 54.3%,in those two countries, respectively.
At the same time, digitisation created six million jobs globally in 2011, despite the economic downturn, as ICT is adopted widely in all corners of society.
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation.
Filling the gaps Moreover, the ICT sector will be in a desperate need for skilled workers, according to experts.
But how big the skills gap will be is impossible to forecast in an ever-changing business environment.
000 workers in the ICT sector by 2015. Since then the consultancy Empirica has predicted that about 900,000 jobs should remain unfilled by 2020,
saying employment issues in the sector Are continued from Page 1 Continued on Page 3 Euractiv ESKILLS FOR GROWTH SPECIAL REPORT 5-9 may 2014 3 much more sophisticated,
and contribute €63 billion to the economy, with a positive impact on youth unemployment. The real issue is that there are going to be skill gaps.
filling the gaps and getting people out of unemployment and into work, Higgins told Euractiv in an interview.
No image problem Higgins said that employers face a big challenge in communicating what sort of exciting job opportunities the industry is providing, especially since fewer people study computer science.
However, many ICT-related educations are not providing the ICT sector workers that suit the industry needs,
The solution could be better cooperation between employers and the academic sector when designing courses.
many of those who fit the existing job market or can create their own start-ups, leave for the single US market
but in general, a better support ecosystem has to be promoted across the EU, experts claim. We need that whole support infrastructure, mentors, access to finance.
Commission Vice-president Neelie Kroes is in charge of the executive's wide ranging digital agenda, which is held by supporters to be an integral part of Europe's economic recovery.
But European policymakers face considerable challenges in delivering a unified approach across the EU. Challenges The digital agenda already cuts across a number of different Commission directorate-generals, with responsibility for employment, industry and education.
Even though we now have huge youth unemployment, there is not quite yet a perfect match between skills and workforce.
DG Employment is also running an initiative called New Skills for New Jobs to develop better matching-up of skills and labour market needs.
The forum brings together large corporations, SMES, trade unions, civil society, policy makers academia, as well as digital entrepreneurs.
We are talking about the more significant instruments to work with member states and the council and define a playground where innovation can emerge.
There are a few forward-thinking companies who have realised they can sell the data they collect as they go about their everyday work.
Will there be an impact on how people work? There will be a significant impact. This will be a revolution in the workplace.
Both white colour and blue collar jobs will be replaced by big data, but that destruction will also create jobs.
if Europe is to fight against unemployment and remain competitive at a global level, experts warn. As researchers from the Belgian university KUL stressed in a study recently,
high-tech education is increasingly becoming key in every single aspect of society, meaning that policy-makers will have tp focus on providing the population with the required high-tech education and not just in STEM occupations,
000 skilled ICT workers by 2020. To address the issue, the SEPE together with Digital Europe on Tuesday (6 may) hosted the conference E-Skills for Jobs 2014 Grand Event:
Mobilising to Support Job creation and Upskilling of the Workforce in Athens, Greece. Sirros said that due to the crisis,
as shown by the works of Porter (1980) and Wernerfeld (Hoyer et al. 2009). Others, in fact, some have argued that the concept of a business model,
It draws upon joint work with Edward Steinmueller, and with Gavin Wright, and has had the benefit of detailed editorial comments from Erik Brynolfsson.
and tended by specialized technical staff working in specially constructed and air conditioned centers, today computing equipment is to be found on the desktops and work areas of secretaries,
factory workers and shipping clerks, often side by side with the telecommunication equipment linking organizations to their suppliers and customers.
Changes attributed to this technology include new patterns of work organization and worker productivity job creation and loss, profit and loss of companies,
and, ultimately, prospects for economic growth, national security and the quality of life. Not since the opening of the atomic age, with its promises of power too cheap to meter and threats of nuclear incineration, has a technology so deeply captured the imagination of the public.
dispensing increasingly with the sweat and the old craft skills of workers in the fields and workshops,
whose success is contingent upon the coordination and completion of many complementary changes in methods of production, work modes, business organization,
charges of hype are likely to be accompanied by dismissal of the new technology as merely a snare and delusion.
in section 1. 12 The Boskin Commission's findings have met with some criticism from BLS staff,
and employment in the"hard-to-measure"sectors of the economy is immediately pertinent. The bloc of the U s. private domestic economy comprising Construction, Trade, Finance, Insurance,
being indicated by the presence of workers with high formal educational attainments and skill qualifications, company run on-the-job training programs,
and programs of company reorganization linked with computerization and worker retraining. Taking those into account statistically leads to substantial elimination of the apparent excess of the estimated returns ON IT capital vis-à-vis the returns on capital of other kinds. 22
but the same would not appear to be true of intangible investments in the retraining of workers and the reorganization of business operations that,
To be sure, employees are being given general purpose tools that may be and often are useful for devising new ways to perform their Work at the same time, however,
In any case, it is expected now that a modern organization will provide reasonably sophisticated information technology as part of the office equipment to which every employee is entitled.
and the task productivity of the individuals and work groups to whom those microelectronics based tools were offered. 25 Much greater attention
But singly and severally they made very little progress in changing the structure of work organization
or the collective productivity of the work groups employing these techniques. The disappearance of task-based computing in favor of general purpose personal computers and general purpose
In many cases, it has precluded also the effective development of collective"work group"processes whose synergies would support multifactor productivity improvement.
--The Regime Transition Hypothesis The so-called regime transition hypothesis owes much in its general conception to the work of Freeman and Perez (1986),
Recent work in the spirit of the new growth theory has sought to generalize on the idea (formulated by Bresnahan and Trajtenberg (1995),
The index of the computerization of capital services that has been derived here from the work of Jorgenson
and equally deserved comment may be offered regarding the casual dismissals of the regime transition hypothesis on the grounds that the analogy between computer
the re-configuration of work organization becomes a central issue; strategic and practical issues surrounding the ownership
and related to the foregoing, the development of Internet technology has opened the door to an entirely new class of organization-wide data processing applications as well as enormously enhanced the potential for collective and cooperative forms of work organization.
This may well be an emerging trajectory of ICT development that will impinge directly upon the specific task performance of workers equipped with such devices,
it is relevant to notice that teleworking in the U s. remains still far from fully deployed;
with only about a fifth of the workforce time in large service sector firms providing data communications network links with employees'homes,
and many of those are trying out mixed systems of central office and outside work. As was the case with the group drive system of factory electrification,
are likely to result for the whole service sector as teleworking becomes much more widely
Employment and Growth in the Knowledge-Based Economy,(OECD Documents. Paris: OECD, 1996. Abramovitz, Moses,
and Lorin Hitt, Information technology and Recent Changes in Work Organization Increase the Demand for Skilled labor, in M. Blair and T. Kochan, eds.,
and Lorin Hitt, Information technology, Workplace Organization and the Demand for Skilled labor: Firm-level Evidence, National Bureau of Economic Research:
Gordon, Robert J.,Is there a Tradeoff Between Unemployment and Productivity Growth? in D. Snower and G. De la Dehesa, eds.
Unemployment Policy: Government Options for the Labour market. Cambridge: Cambridge university Press, 1997, pp. 433-63.26 Gordon, Robert J.,Monetary Policy in the Age of Information technology:
Computers and the Solow Paradox, prepared for the conference on Monetary Policy in a World of Knowledge-Based Growth, Quality Change and Uncertain Measurement, Bank of japan, June 18-19,1998.
Wykoff, Andrew W.,The Impact of Computer Prices on International Comparisons of Labour Productivity, Economics of Innovation and New Technology, 3 (3-4), 1995:
19 september 2013 1 Survey on ICT and Electronic commerce Use in Companies Year 2013 First quarter 2014 Main results-98.3%of Spanish companies with 10 or more employees
-The percentage of companies with 10 or more employees using mobile broadband rises four points,
standing at 78.3%.-91.1%of companies with 10 or more employees interact online with the Public Administrations in 2013.
or more employees due to electronic commerce reached 15.1%of the total sales in 2013, that is, 6. 7%higher than in 2012.98.3%of Spanish companies with 10 or more employees had an Internet connection in the first quarter 2014.
Moreover, the use of computers has expanded to almost the entirety of these companies (99.2%).%)In turn, 87.3%had a Local area network (LAN) installed,
In those with 250 or more employees, this percentage reached 95.7%.%Percentage over the total number of companies with 10 or more employees Number of employees TOTAL 10 to 49 50 to 249 250 or more%of companies with-Computers 99.2 99.1 99.5 99.8-Local area network
87.3 85.9 95.0 97.7-Wireless Local area network 61.9 59.5 74.2 81.1-Internet connection 98.3 98.2 99.1 99.8-Mobile telephony 95.3 94.8 97.8 99.4
38.0 37.5 39.5 47.0%of companies with an Internet connection and website (1) 75.8 73.4 87.5 95.7%of companies that provide their employees with portable devices that allow a mobile connection to the Internet for business
2 54.6%of companies issued their employees with portable devices, enabling connection to the internet for company use. 36.4%of these were laptop computers,
Employment and ICT training 25.1%of companies hired ICT experts and 11.1%hired new experts in 2013.
For companies with 250 or more employees, this figure reached 59.8%,that is, six points over that of the last year.
Evolution of ICT use in companies with more than 10 employees ICT use in companies with more than 10 employees had an uneven behaviour between the first quarter 2013 and the same period of 2014.
Evolution of the use of ICT in companies larger than 10 employees 71.6%73.6%90.4%98.5%75.8%78.3%91.1%98.1%0 25 50 75 100
or more employees with an Internet connection accessed it via a broadband solution (fixed or mobile).
or more employees and an Internet connection First Quarter 2014 Number of empoyees TOTAL 10 to 49 50 to 249 250 or more Broadband (fixed or mobile) 99.9 99.8 100.0 100.0 Fixed
or more employees via their website were company introduction (90.5%),privacy policy statement or certification related to website security (65.2%)and access to catalogues and price lists (52.8%).
%)Services available on the website Percentage over the total number of companies with 10 or more employees and an Internet connection First Quarter 2014 Company introduction 90.5 Privacy policy statement or certification
or receiving online job applications 21.1 Ordering or booking online 16.9 Online order tracking 11.1 Website customisation for regular users 8. 4 Possibility of customers customising or designing
%)Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues.
Use of Cloud computing solutions by companies with 10 or more employees At the beginning of 2014 15%of companies used Cloud computing solutions.
%and/or it was not necessary for developing their business (45.9%).5 ICT use by Autonomous Community Companies with 10 or more employees
Cataluña Asturias, Principado de Mobile broadband Internet and website 7 E-commerce Sales via e-commerce by companies with 10 or more employees 17.8%of companies with 10 or more employees carried out
graphic arts and reproduction of recorded media (25.2%)and Retail trade (23.7%)Sales via e-commerce represented 15.1%of the total sales made by companies with 10 or more employees,
or more employees 28.5%of companies with 10 or more employees made purchases via e-commerce during the year 2013.
%)Purchases via e-commerce represented 21.7%of the total purchases of companies with 10 or more employees,
Poland, Portugal, Romania, Slovenia, Slovak Republic, Sweden and United kingdom. 8 Performance of the percentage of companies with 10 or more employees that carried out electronic commerce (2008-2013) Percentages calculated over the total
and sales made via ecommerce by companies with 10 or more employees (2008-2013) Millions of euros 163,739 156,607 174,022 183,396 182,947 195,405 160,319 168,864 167,935 187,596 183,110
of the volume of purchases and of the volume of sales carried out via e-commerce by companies with 10 or more employees (2009-2013)- 4. 4%11.1%5. 4%-0. 2%6. 8%5
with 10 or more employees (2008-2013) ) 13.8%15.5%15.6%19.1%20.3%21.7%9. 6%11.5%11.5%13.7%14.0%15.1%05 10 15 20 25 2008 2009
%of the total sales ICT use in companies with fewer than 10 employees 72.3%of companies with fewer than 10 employees had computers,
Regarding communications, 76.5%of companies with fewer than 10 employees used mobile phones, compared to the 74.6%of the previous year,
%ICT infrastructures in companies with less than 10 employees Percentage over the total number of companies with less than 10 employees First Quarter 2013 First Quarter 2014%companies having:
and website/webpage (1) 29.3 28.7 (1) Percentage over the total number of companies with less than 10 employees and an Internet connection Evolution of ICT use in companies with fewer than 10 employees
ICT use also had an uneven behaviour in companies with fewer than 10 employees between the first quarter 2013 and the same period of 2014.
This study has targeted 15,043 companies with 10 or more employees, and 10,618 companies with fewer than 10 employees, located in Spain and belonging to sections C, D e f, G h i, J, L, M, N and group 95.1, according to the National Classification of Economic activities
(CNAE-2009). The sample was designed to offer results by branch of economic activity and by Autonomous Community.
property damage, loss of current status, new responsibilities, limitation of rights, liquidation function, increase the volume and complexity of work, loss of moral advantages (status, authority, power
), replacing old methods of work, formal and informal relationships, feelings of incompetence for new tasks, functions.
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of resistance to change:
people in formal or informal power and prestige are intrinsic components of their work. Naturally, when I see that the change envisaged will diminish their power and prestige,
Organizational change always causes changes in different proportions in employee tasks and how to do. In situations where employees do not have the knowledge to achieve them
it is likely that these changes seek to avoid or to reduce as much. disrputions on networking system Disruption of the person within the organization.
Each employee is integrated in a micro office in the organization, being in some work and personal relationships with other people.
When the employee is satisfied with it, and the change will affect the relational context and position within it,
it will tend not to get involved and do not favor this change. different perceptions of change.
The employees who develop different perceptions of the objectives content, implications and effects of change,
Employees who fall into this category-Quantitative Methods Inquires 109 and they are not few-will always tend to block change,
perceived by employees and other stakeholders, their resistance to change will be more intense. lack of leadership.
employees will manifest insufficient responsiveness, passivity and even resistance to expected changes. The leader is a driving force for successful change. organisational culture.
team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change.
and therefore it is likely that employees feel vulnerable in several respects (risk taking, committing mistakes,
According to the American consultant J. Kotter 9 differ tangled emotions that occur change as anger, pessimism, arrogance, pride, cynicism, panic, fatigue, distrust,
i e. employees must be shown opportunities and threats in a convincing manner and particularly the EU would achieve it aware of the need for change
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone interviewing.
and disproportionally stratified across four size classes (0 9, 10-49,50-249 employees)( official EU classification of SMES) and>250 employees.
Enterprises with less than 10 employees (micro-enterprises) were excluded not since they generally have limited identifiable innovation activities
i e. small business owners, general managers or staff managing new business development activities. Distribution by Romanian counties No.
in order to simulate accurately the conditions of Romanian economy. 0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34 27%50
1. 2%-0-9 employees 27%10-249 employees 50%50-249 employees 19%over 250 employees 4%Dimension of analyzed companies
(employee criteria) 0-9 employees 10-249 employees 50-249 employees over 250 employees Private limited by shares 99%Public limited company 1%Sample
Areas affected by the change The areas highly affected by the change are represented by new products/services (55,31%)human resources (51,52%
Measuring resistance to change the categories of employees 72,28%of mid-level and high level managers have positive reactions to change,
the remaining 39,82%saw the change as a threat Manifestations of resistance to change Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to change-actions of senior managers on change Reducing resistance
to change was obtained negotiation with employees reluctant to change (21,5%Staff training (21,2), %Providing information needed for the adaptation of change (12,85%),Managers personal involvement in change management (18,8),
%Rotation posts (6, 5%)and Job enrichment (5%)Source: own research 3. Conclusions Generally, considering the results, we find out that that:
Assess the results of implementing change can be achieved easily by comparing staff to plan, analysing external and internal sources of information taking into account the social implications of changes completed;
Preparatory measures (changing organizational culture and conducting training with employees) are vital Success is the approach;
1999 1 Acknowledgements This work was cofinanced from the European Social Fund through Sectoral Operational Programme Human resources Development 2007-2013,
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