and was suited particularly well for the immediate Industrial Age where information workers were prized. In 2014 education is at the dawn of a third paradigm of education.
of being for-profit SMES (6 499 employees) with the key respondent (owner chief executive officer CEO, director) in a knowledgeable management position (Floyd and Wooldridge 1994.
The median size of the firms was in the 20 49 employee category with a small minority of firms larger than 100 employees (n=18.
3) number of IT employees; and (4) number of personal computers and terminals per employee. Firm Performance.
The firms participating in this study were SMES that were traded not publicly. Like many of the study's constructs,
and to hire employees that are capable of utilizing IT to implement competitive business-level strategies successfully.
Recognizing Middle management's Strategic Role, DIBRELL, DAVIS, AND CRAIG 215 Academy of Management Executive 8 (4), 47 57.
Freel, M. S. 2003. Sectoral Patterns of Small Firm Innovation, Networking and Proximity, Research Policy 32 (3), 751 770.
and labor markets that balance employee protection with the interests of employers. Moreover, public institutions in Switzerland are among the most effective and transparent in the world (5th.
and therefore hiring, more workers than in the other Nordics and than most European countries more generally.
and hiring and the rather conflict-ridden labor-employer relations in the country. The tax regime in the country is perceived also as highly distortive to business decisions (128th.
and significant tensions in labor-employer relations (144th). Efforts must also be made to increase the university enrollment rate
''The benchmark scenarios were compiled by individual experts or subgroups of experts, during the Genoa workshop.
An example (only one among several) for the mean importance of the Congestion Charging ICT on the KPIS is shown in Fig. 3. 28 C. Georgopoulou et al. 4. 3 Implementation of Expert Charging ICT in the Brenner
on the Expert Charging ICT over the Brenner corridor. This corridor concerns freight transport from Berlin
5 as Table 4 ICT benchmark scenarios Scenario no Corridor Mode ICT 1 Mare nostrum SCM Tracking units 2 Brenner Road Expert charging 3
IWT Expert tolls 12 Nureyev Maritime E-admin 13 Nureyev Maritime Icebreaker assignment/IBNET 14 Cloverleaf Road Platooning 15 Cloverleaf Road
4. 3. 1 General Description of Expert Charging ICT EC countries are implementing various ICT regarding nationwide road pricing schemes, due to rising levels of traffic congestion and emissions.
our analysis focuses in ICT systems similar to the German highway truck toll system. 4. 3. 2 Expert Charging ICT Status on Corridor There are four countries involved in the corridor:
In Germany, an expert charging system for trucks is implemented already, the so-called LKW-Maut. In January 2004, Austria introduced an electronic toll collection system for trucks over 3. 5 t,
to internalise the external costs of transport. 30 C. Georgopoulou et al. 4. 3. 3 Benchmarking of Expert Charging ICT
Last but not least, an indirect but potentially significant effect of expert charging ICTS can be generated that revenues by them can be used as‘offsets',that is,
Innovation and Technology (BMVIT) to disseminate them in particular in Austria and the countries of the Smart Grids D-A-CHCOOPERATION but also to interested experts in other European countries and worldwide.
In preparation of this workshop we developed, together with national key experts, Smart Grids Country Snapshots, giving an update and overview about the national R&d activities on three slides per country as an input to the workshop.
44 Smart Grids Country Fact Sheets 49 6 Country Snapshots for national experts EEGI/ERA-Net Smart Grids Workshop March 14th, 2011
and research institutions according to national and EU funding guideline Orders to experts to produce studies on specific topics 40 DE:
The Energy Strategy process (Energie Strategie Österreich, www. energiestrategie. at) is a trans-ministerial initiative, where more than 150 experts from industry,
For this document, a group of experts identified 5 broad challenges that provide a framework for visions, bottlenecks and needs for research demonstrators in the field of Smart Grids.
One expert group has been installed to each programme, and one of these is related to Smart Grids.
Fabrizio Sestini European commission DG CONNECT Senior Expert (Advisor) Digital Social Innovation 4 Growing a Digital Social Innovation Ecosystem for Europe What is it?
and transparency by supporting journalists and other experts to access information and report key stories.
The workshop brought together over 70 DSI practitioners, researchers, experts, and poliy makers from different European countries,
when they were founded, turnover, number of users, size of organisation, employees etc) What they were trying to achieve with their service,
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,
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
which looks at key statistical sources for measuring input (such as firm level micro data, R&d statistics, labour force survey),
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
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,
/docoffic/official/communic/comm en. htm 8 Smart specialisation has also been advocated strongly by the Synergies Expert
'a Policy Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potonik. 13 Firstly, a transition from an existing sector to a new one based on cooperative institutions and processes,
and can rely on a trained local labour force and a history of cooperative relations with other regional actors.
and workers should all be taken on board of the design process of RIS3. In other words this means that the governance model includes both the market and the civic society.
preparation, assessment (a review by peer regions and experts) and post-review follow-up. Stage 1:
During this preparatory stage, the representatives of the region under review prepare a review of their region's RIS3 in consultation with the S3 Platform team and experts.
representatives of the European commission and independent academic experts working in the field of smart specialisation. Following the peer review phase,
A key feature brought in by these European union-sponsored exercises was the introduction of external experts in this analytical phase.
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input,
Attractiveness of working conditions for researchers compared with other employment opportunities; facilitated mobility of research and innovation personnel between the public and the private sector.
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division of labour),
context conditions for the operation of the cluster, labour market situation, etc. It also involves an analysis of the linkages between the cluster and other clusters or industries,
These types of analysis are conducted by experts who study the cases in close cooperation with cluster actors:
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website. For RIS3, foresight studies would ideally combine regional expertise with international expertise able to put regional assets in perspective with wider trends. 22 Neffke F. and Svensson Henning M. 2009
mind mapping) X XX X X X X X Expert panels XX X X X X X Delphi survey X X X
and external experts who can contribute to the benchmarking and peer review processes. Defining the scope of the RIS3 is crucial,
with a wide participation of actors and experts from within and outside the region. This needs to be communicated, understood and acknowledged:
and international experts who can offer benchmarking and peer review services, for example. Figure 1 exemplifies a number of organisations belonging to each of the previous categories,
providing new employment opportunities for specific categories of the population, combating social divide, etc. These justifications go much beyond the alleged classical benefits of innovation for job and economic value creation.
of which is depicted by a different cell in the three-dimensional box of regions. results/outcome indicators classification scheme on the use of results/outcome indicators within a reformed Cohesion Policy adopted by the international panel of experts
and proposed for discussion to a wide regional audience (including national representatives as well as foreign experts at relevant points).
labour force) S&t parks and incubators Promoting national talent attraction schemes Knowledge vouchers Platforms to define development visions for high tech niches Strategy:
while evaluation should be carried out by independent experts, guided closely by those responsible for the policy.
growth of employment in knowledge-intensive sectors, R&d expenditure per worker, etc. 1) Indicators should be selected to reflect the programme's objectives
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region
the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No. 1083/2006.89 References Policy Recommendations of the High-level Expert Group on KETS (2011). 98 Commission Communication
The importance of saving jobs in the EU's creative industries,'TERA Consultants, March 2010.
'etc. 91 A group of experts from Member States currently working on the'strategic use of EU support programmes,
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation,
and networking of local stakeholders to implementing active labour market policies. For the next programming period social innovation is treated in a horizontal way in the ESF regulation.
and management skills of individuals in the senior management team and developing in-house coaching capacity;
If any of the persons identified is an independent expert participating in the evaluation of the proposals for the call in question,
and guidance on how to better use professional legal consultants; 2. the professional consultants were prepared better to deal with SME specific challenges 3. cross-border information about IPR issues would be easily available on the internet
and 4. National Intellectual Property Offices (NIPOS) would provide better IPR services to SMES. Scope:
R&d service providers or private consultants to either conduct small innovation projects or to explore the feasibility of larger ones.
to make a high-quality assessment tool and trainings available to business consultants, and to develop the market for innovation management consulting by enhancing quality
but seek to source new ideas and technologies worldwide and to tap into knowledge generation and the pool of scientists and qualified workers in third countries.
EUR 0. 02 million from the 2014 budget and EUR 0. 02 million from the 2015 budget 8 External expertise This action will support the use of appointed independent experts
The experts concerned will be qualified highly with specialist expertise in the field of financial instruments such as bankers, venture capital (VC) and other risk-capital fund managers, business angels,
In order to attract experts of sufficiently high calibre, a special allowance of €450/day will be paid to highly qualified,
million33 201534 Budget EUR million Experts (expert evaluators, experts groups, monitors) 0. 92 of which 0. 10 from 02.040203 and 0. 82 1. 14
The cost to EU society of cerebral disorders was estimated by experts to be around €800 billion in 2010.
and adapting jobs in Europe NEUJOBS is analysing future possible developments of the European labour market (s) under the main assumption that European societies are now facing
skills and territorial-that will have a major impact on employment, in particular for some groups in the labour force or sectors of the economy.
Lombardy and Apulia 1 SME is defined as a firm with less than 250 employees and no participation of a larger company accounting for more than 25%.
as a consequence, employment decreased significantly leading to serious labour market problems in the early 1990s.
because they are confronted particularly with a limited resource base anyway, regarding capital as well as time and know-how of the employees.
and firms applying relatively more resources (funds as well as manpower) to innovation activities than the average.
A. Kaufmann, F. To dtling/Technovation 22 (2002) 147 159 151 An important reason for the lack of relations with innovation partners outside the business sector is the small number of employees in SMES
There is a lack of experienced employees as well as a lack of time in the case of the few adequately qualified persons due to routine and administrative work.
Manpower is the second most frequent bottleneck, either because adequately qualified personnel are missing or there is a lack of time available for innovation activities.
Second, the smallest SMES (with less than 10 employees) and those dedicating an above-the-average-share of their financial Table 3 Problems constraining innovation activitiesa%of%of large SMES firms Lack of funds 24.3 15.6
Third, manpower bottlenecks seem to be most serious in the case of firms engaged in research.
Most of them have up to three employees some are even only one-person firms. Most of the firms are spin-offs of former research projects.
This number comprises both the employees of the firms and the personnel of the research institutes.
The firms located there are young (start-ups), usually very small (less than 10 employees), and belong predominantly to software, data processing,
Small and medium-sized firms with less than 250 employees account for nearly 75%of the supported firms,
external experts are involved not. The decision to support a project and the extent of support has to be taken within 6 8 weeks,
h Ratio innovation staff/number of employees 15.6%(mean value of SMES. innovation processes, but not necessarily in the case of knowledge-intensive innovation projects.
lack of technical know-how, how inavailable or too expensive technology Manpower effects: funds for personnel 44.9 11.5 Manpower problems:
lack of qualified personnel, lack of time Strategic effects: market information, support for 9. 0 9. 0 Strategic problems:
The fact that SMES innovate in a way where human resources are used more intensively than large firms indicates that many firms need more adequately qualified manpower.
List of experts interviews...76 Appendix II: Internet links for further information on‘good practice'regions...
and literature and through selected interviews with experts within identified good practice regions. The report is structured as follows:
Location becomes increasingly important as the local highly skilled labour market expands thus contributing to regional capabilities and knowledge.
This is facilitated by labour mobility within the region, allowing for knowledge spillover between firms, an element
Interestingly and similar to Florida (2004), Lawton-Smith (2005) also emphasises the need for a skilled labour force on both high and intermediary levels,
These include, for example, a well-educated labour force and professional labour markets (Simmie et al. 2003), attractive and‘fashionable'places to live with high social and cultural amenity and a high reputation,
which help in attracting knowledge workers and leading-edge high technology industries (e g.,, Florida 2004, 2005a), places which are visible internationally
and the concepts used to‘explain'patterns of uneven regional development such as embeddedness,‘institutional thickness',cumulative causation, agglomeration economies, localisation economies, fungeability, labour market dynamics, quality of life and environmental amenity,
labour mobility, the creation of spin-offs and dense networks, for example, between firms, customers and suppliers (e g.,
Labour mobility can enhance technology development through diffusion of information and skills, as employees transfer both their tacit and firm-specific knowledge to new jobs.
A similar mechanism happens with spin-offs which could foster knowledge transfer through bringing knowledge and experiences from previous working places to the new firm.
Similarly focused on labour mobility, migration patterns and their effects on embeddedness and regional development recent studies by Richard Florida (2004, 2005a, 2005b) suggest a particular important role for place
nations and regions from the globalisation process by enhancing learning abilities of workers, firms and‘systems'.
and firms share a need for a uniquely skilled labour force, regardless of their business structure.
and expert interviews (for a list of interviewed experts see appendix I). 4. 1. Criteria for identifying Good Practice Regions Table 1 presents a matrix developed on the synthesis of literature in chapter 2
here Bremen hosts the 2nd largest Daimlerchrysler plant with ca. 15,500 employees and 300 automotive industry suppliers.
It employs 40%of all German employees in this sector (e g.,, Airbus 380, Spacelab, Columbus Space laboratory.
Index of employee development in the 14 lead and growth sectors 2000-2004 (100) 40
4%Share of the 14 lead and growth sectors in all employees (33,7%)In brackets:
services for enterprises Number of employees in the 14 lead and growth sectors 93.500 1, 20 (1, 0) Regional importance of the 14 lead and growth sectors=specialisation
Apart from that, the increase of students and high qualified working population(‘cadres')made a shift from a traditional conservative dominated society to a modern, dynamic and visionary one possible.
today it has 13,000 students and 1, 700 employees (Pedersen and Dalum 2004). It has a priority area in ICT sector,
and providers for high qualified employees but also as research establishments with linkages to local industries (e g.,
Prato can look back on a long history in textile industries already starting in the middle Ages. 24 From the beginning of the 1950s until the middle of the 1980s Prato experienced an extraordinary increase of the number of establishments and textile workers based on the foundation
despite a marked reduction in terms of establishments and workers compared to the 1980s. In terms of turnover and industrial employment Prato's local system ranks second in Tuscany after the Florentine area
As most enterprises in the industrial district Prato are SMES they are also highly dependent on their employees'skills in order to guarantee high product quality.
and therefore not able to control the employees work in detail, therefore personal trust plays a major role in intraorganisational relationships as well.
The two biggest enterprises within the cluster offer nearly half of all jobs, only 42 enterprises employ more than 20 employees,
and more than 200 enterprises do not have any employees at all. Because of the high specialisation and concentration there is also high competition within the cluster (Nadvi and Halder 2005;
%which is far below national average. 55.6%of Tuttlingen's employees work in lead and growth sectors compared to only 33.7%in overall Germany (Prognos 2006;
100 2004) Number of sectors in which the district/town is ranked among the Top 25 in 2 Germany 104.2 Index of employee development in the 14 lead and growth sectors 2000-2004
(100) 55.6%Share of the 14 lead and growth sectors in all employees (33.7%)In brackets:
medical technology/measurement and control technology/optics Number of employees in the 14 lead and growth sectors 27,200 1. 65 (1. 0) Regional importance of the 14
List of experts interviews Expert Interview by Place & Date Themes Prof. Dr. Harald Bathelt Susanne Kolb, personal interview Marburg, 7th june 2006 Boston Route 128, cluster Prof.
Hungary EU DESI 2015 DESI 2014 DESI 2015 Value rank value rank value 4a1 Electronic Information Sharing%enterprises (no financial sector, 10+employees
) 16%(2014) 26 13%(2013) 26 31%(2014) 4a2 RFID%enterprises (no financial sector, 10+employees) 3. 9%(2014) 16 1
10+employees) 8. 9%(2014) 21 9. 4%(2013) 22 14%(2014) 4a4 einvoices%enterprises (no financial sector, 10+employees) n
. a.-5. 2%(2013) 27 11%(2014) 4a5 Cloud%enterprises (no financial sector, 10+employees) 5%(2014) 23 n. a.-11
%(2014) 4b1 SMES Selling Online%SMES (no financial sector, 10+employees) 9. 8%(2014) 21 9. 6%(2013) 21 15%(2014
) 4b2 ecommerce Turnover%turnover of SMES (no financial sector, 10-249 employees) 6. 9%(2014) 18 5. 1%(2013) 22 8. 8
%(2014) 4b3 Selling Online Cross-border%SMES (no financial sector, 10+employees) 3. 9%(2013) 25 3. 9%(2013) 23 6
-34 (5. 1%)Business enterprise researchers (FTE) per thousand labour force (10.1%)EC Framework Programme funding per thousand GERD (EUR)(-2. 1%)Foreign doctoral students
1%)Business enterprise researchers (FTE) per thousand labour force (10,1%)Employment in knowledge-intensive activities (manufacturing and business services) as%of total employment aged 15-64 (0,
and Mr Dolf Tuinhout, independent consultant, who are members of the Advisory board in 2007/2008,
Employees with internet access at their workplace...86 3. 9 Summary and conclusions of ICT and e-business deployment...
212 E-business in the transport & logistics industry 5 Executive Summary About this study This study focuses on the adoption and implications of information and communication technology (ICT) and e-business activity in the transport and logistics
Ø The success of the ICT-driven innovative process depends on the availability and quality of complementary assets such as employee skills and IT know-how.
ICT usage and high levels of employee's skills complement each other, leading to skill-biased technological change and an advantage for TLS firms with highly skilled employees in adopting
and using ICT. The picture that emerges from the survey is that ICT skills are a decisive issue
The analysis is based on literature, interviews with industry representatives and experts, company case studies and a telephone survey among decision-makers in European enterprises from the TLS industries.
the OECD Working Party on Indicators for the Information Society (WPIIS) established an Expert Group on Defining and Measuring Electronic commerce,
or variables (like the percentage of employees with internet access at their workplace) and analyse their main characteristics in terms of e-business adoption and results.
Mr Javier Mendez, Madrid Chamber of commerce Mr Reinhard Pfliegl, Austria Tech Mr Dolf Tuinhout, Independent consultant Three meetings of the Advisory board were held,
whose Internet access has a maximum bandwidth of Transport & Logistics Sector Companies with Internet access Average share of employees with internet access in firms<144 kbit/s<144 kbit/s 2
a half of all firms (75%for the Logistic subsector) representing 75%of employees operate a LAN.
%Remote access means that employees can access data from the company's computer system remotely, e g. when working from home or travelling.
the percentage of employees that uses ICT in its daily work routines has increased. The competitiveness of European industry is dependent on both the effective use of ICT for industrial
and business processes and the knowledge, skills and competences of existing and new employees. The raising of ICT skills within the EU will form part of the means by
The development of human capital, research and adaptation of new knowledge and skills is the source of growth in the competitiveness of the economy, labour force and in the quality of life.
in order to test the relationship between ICT-enabled innovation and the share of employees with an university degree.
The result leads to the conclusion that changes in share of employees with a higher university degree positively affect the likelihood of conducting ICT-enabled innovations According to the survey,
Exhibit 3. 2-2 Average percentage of employees with a college/university degree (by firm size) 19 911 9 14 0 5 10 15 20
particularly in ICT strategy, security and new business solutions. 66 ICT training for employees Obtaining e-skills is not a one-off event the speed of technological change requires that skills need continually to be kept up-to date and relevant.
Employers are now less likely to see training just as a cost but also as an investment.
They also recognize that it is not enough to just have IT workers who are trained in one set of skills;
rather workers must be engaged constantly in learning and upgrading their skills profiles. About one third of the TLS companies (representing 45%of the sector workforce) said that e-business developments have a significant impact on skills requirements.
While 33%of micro enterprises with up to 9 employees confirmed this asseveration, it is true for 61%of large-sized firms (see Exhibit 3. 2-1) 64 CEPIS, Thinking Ahead on e-Skills for the ICT Industry in Europe, February 2007.65 Cedefop
-educated employees compared to other sectors included in the 2007 E-business Watch Sectoral studies (Steel 11%;
%Exhibit 3. 2-3 Employees with university degree (by sectors) 18 11 1114 26 0 10 20 30 40 50 Retail Chemical TLS
and the specific situation in particular labour market segments and national or regional contexts. Concerning countries, Spain shows the lowest average of firms having outsourced any ICT services to external service providers (only 24%of sectoral firms,
2005). 78 Technical Committee 278 (2007) Road Transport and Traffic Telematics, Open Call for Project Team Experts:
The availability of the source code supports a high innovation grade, next to more efficient maintenance of the software which will result in a more effective effort by ICT experts.
only 4%of firms (representing 8%of employees) reported the use of digital signature frequently,
for knowledge management are intended to help companies organising information that is relevant for employees in a way that they can easily retrieve
and has about 26,000 employees. Geodis posted nearly €3. 8 billion in net sales in 2006.
Private actors involved in freight transport include shippers, transport operators, logistics service providers, receivers (shop owners), vehicle manufacturers, consultants and various trade associations.
This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management.
Employees with internet access at their workplace In this section we perform an advanced cluster analysis on the survey results using the percentage of employees that have internet access at their workplace as the main clustering analysis. With this type of analysis we use the clustering data analysis technique
and logistics sector companies in order to have three different clusters of similar companies based on the percentage of employees that have internet access at their workplace.
Then we try to assess statistical relationships between the different internet access and usage by employees at the work place clusters and different variables.
In the following table we have the clustering algorithm results for the variable Percentage of employees that have internet access at their workplace.
and number of cases for the percentage of employees that have internet access at their workplace Clusters Number of firms in each cluster Percentage of employees that have internet access at their workplace Percentage of firms having a LAN Percentage of firms having a WLAN
of employees that have internet access at their workplace, in the low cluster the mean of percentage of employees that have internet access at their workplace is 9,
%the medium cluster has a mean of 44%of employees that have internet access at their workplace
and the high cluster 98%of employees that have internet access at their workplace. Exhibit 3. 8-2 shows a clear correlation between the percentage of employees that have internet access at their workplace clusters
and the means of variables like percentage of firms having a LAN, A w-LAN and their on website.
Showing that the level of internet access among the employees (and the implied computer usage) is related to the LAN, WLAN and own company website adoption.
In Exhibit 3. 8-3 we analyse the relationships between clusters and number of employees of the companies by groups(%of firms weighting).
The chart reveals that mid sized groups tend to have relatively more companies in the low cluster compared to small and large companies,
which have relatively more companies in the high cluster, especially those with 1 to 9 employees.
Clusters of percentage of employees that have internet access at their workplace vs. LAN and W-LAN and company website usage variables (means of percentages of firms) 9 44 98 52 48 54 71 59 19 29
38 29 22 20 35 27 0 20 40 60 80 100 Low Medium High Total (EU-7+USA)% of employees
Clusters of percentage of employees that have internet access at their workplace vs. company size groups (percentage of companies) 32 53 54 44 35 25 20 17 20 24 43
28 29 37 41 0 10 20 30 40 50 60 70 80 90 100 1-9 employees 10-49
employees 50-249 employees 250+employees'Total 1. Low 2. Medium 3. High Exhibit 3. 8-4 shows that the TLS sector
the Logistics services sector has a relatively bigger percentage of firms in the high internet usage by employees cluster.
Clusters of percentage of employees that have internet access at their workplace vs. Transport and Logistics sectors (percentage of companies) 42 26 18 25 24 22 33 50 61 0 10 20 30 40 50
Also the medium cluster registers the smaller relative percentage of firms with market share loss in the past 12 months (2%).So we can conclude that being in the medium cluster in terms of percentage of employees that have internet access at their workplace is positive
Exhibit 3. 8-6 shows that being in the medium cluster of percentage of employees that have internet access at their workplace also yields more relative probabilities of increasing the turnover (in the last financial year.
Clusters of percentage of employees that have internet access at their workplace vs. Increase or decrease in market share of companies in the last 12 months (percentage of companies) 36 60 3441 56 38 5953 8 2 76 0 10 20 30
Clusters of percentage of employees that have internet access at their workplace vs. Increase or decrease in turnover of companies in the last 12 months (percentage of companies) 42 51 42 44 53 41 5049 6 887 0 10 20 30 40
The use of OSS seems to be correlated positively to the size of the company in employees.
the company have faced important challenges due to the poor workforce educational level (80%of the employees don't have high school studies).
A large body of literature on skill-bias in technical change supports the finding that technical change is biased towards skilled workers,
while skilled jobs for educated workers are being created at a faster pace in most countries (Pianta, 2004).
average hours worked per employee and total working hours. The latter is broken further down in different skill categories (low, medium and high.
Exhibit 4. 1-5 shows the comparison among the EU-15 countries in terms of average working hours per employee.
Average working hours per employee in transport intermediation services, EU-15 member countries, 1980-2004 (annual average growth rates, various sub-periods)- 0
e-collaboration and ICT-enabled innovation This section explores how the following two factors are linked with the degree of ICTENABLED innovation in a company. the skills composition of a company (measured as the percentage of employees with a college
In other words, firms that combine high levels of ICT and high levels of worker skills have better firm innovation performance.
Firms characterised by a higher share of employees with a university degree are more likely to conduct ICT-enabled innovations, in comparison with their peergroup in the same sector.
The main explanatory variable is the share of employees with a higher university degree. To additionally account for the effect of internal capacity on innovation,
Except for the variable on the share of educated employees, all independent variables are dummy variables,
To analyse the relationship between ICT-enabled innovation and the share of employees with a university degree,
Changes in share of employees with a higher university degree positively affect the likelihood of conducting ICT-enabled innovations.
Effect of employee skills on ICT-enabled innovation activity Independent variable a Coefficient Standard Error%of employees with higher university degree (G11) 0. 005**0. 002 IT practitioners
(E1) 0. 920***0. 117 Less than 249 employees (Z2b)- 0. 014 0. 230 Firm founded before 1998 (G2)- 0. 046 0. 103 Model
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
information (B9) 0. 599***0. 122 Less than 249 employees (Z2b)- 0. 183 0. 185 Firm founded before 1998 (G2)- 0. 016 0. 098
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
D4) 0. 300***0. 095 Less than 249 employees (Z2b)- 0. 128 0. 184 Firm founded before 1998 (G2) 0. 007 0. 093 Model
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
workflows and importance of departments and employees working in them. Outsourcing also implies organisational changes; this subject is dealt
) Traditionally, deploying business innovation on a larger scale took time and required considerable involvement of resources and employees.
and includes the share of employees with an internet access at their workplace, internet connection capacity and the use of LAN, Intranet and Extranet.
In addition, the regression includes dummy variables controlling for the percentage of employees with a higher university degree, firm size, age and country of origin.
B3) 0. 362***0. 060 IT practitioners (E1) 0. 571***0. 195%of employees with higher university degree (G11) 0. 003 0. 004
Less than 249 employees (G2)- 0. 312 0. 338 Firm founded before 1998 (Z2b)- 0. 071 0. 174 Model diagnostics N=651 R-squared=0
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
The intensity of ICT applications and in particular IT-skilled employees are the major drivers of organisational changes.
Market rivalry and the intensity of ICT use Independent variable a Coefficient Standard Error Increasing rivalry (G8a) 0. 633**0. 257 Less than 249 employees (G2)- 3. 637
B3) 0. 070***0. 020 Firm founded before 1998 (Z2b)- 0. 306**0. 149 Less than 249 employees (G2)- 0. 073 0. 315 Model
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
017 Less than 249 employees (G2) 0. 050 0. 237 Firm founded before 1998 (Z2b) 0. 211*0. 125 Model diagnostics N=932 R
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
Third, the success of the ICT-driven innovative process depends on the availability and quality of complementary assets such as employee skills and IT know-how.
and IT-skilled employees are the major drivers of organisational changes. Hardware infrastructure, in contrast, offer companies less potential to create a competitive advantage compared to software applications and skilled employees.
Second, ICT usage has a positive impact on company performance, i e. firms that introduced ICT-enabled innovations were more likely to have experienced a sales growth
and online access for both, clients and employees. The main benefit of this solution is a superb‘justin-time'performance at the firm allowing customers to online view
Valdemoro (Madrid), Spain No. of employees: 388 Sector: Transport Main business activity: Road Passenger Transport. Regular.
AISA is a road passenger transport company that operates in Spain and mainly in interurban regular bus lines, with a total of 388 employees.
which manages the timetables of all individual workers and automatically links these data to the payroll application.
The system has had some implications for the company's office workers (about 50 employees. As processes and applications are now running in remote mode (and no longer in local mode),
Employees have been trained to use the new system properly. The Telemat system of RFID chip for fuel subsidy has very positive impacts in the cost reduction thanks to the fuel subsidy save.
Genas, France No. of employees: 42 Main business activity: Transport and logistics Primary customers: Companies Year of foundation:
The warehouse employees are in charge of loading the truck (or register the truck that will unload the goods). Warehouse employees performing these tasks are still very paper oriented at AIT;
therefore the list of goods is transmitted on paper to them. They sign the list and return the document if all is fine.
Therefore employees had no choice and even perceived the new solution as a kind of rescue. 5. 2. 4 Lessons learned The implementation of the new transport management solution at AIT allowed the company to achieve great benefits.
Madrid, Spain No. of employees: 3, 633 Sector: Transport Main business activity: Road passenger transport Primary customers:
and also is one of the largest ones in Spain, with a total of 3. 633 employees.
10 of them internal IT workers and 10 external workers. The project is very profitable,
All these ICT solutions have been introduced with accompanying training programmes for employees to ensure the best possible use of the systems.
in specific work areas of 200%(i e. one employee can now accomplish the work which required three employees before the system was introduced).
This productivity gains translates into an increase in competitiveness. The reduction in the number of operation errors is another positive impact of this system, making production processes more reliable and effective.
and professional workers who are capable of taking full advantage of the ICT systems. Sometimes this point is also a challenge for companies such as ALSA
as the employees reckon the company efforts to improve the processes and competitiveness of the company via these innovations and take an active role to take advantage of them.
For example, one of the main challenges of the Integrated Sales systems implementation was finding the right employees for the development and operation of the system.
ALSA used both internal and external workers. The development and maintenance of certain parts of the system,
i e. the workers. The planning tool is adopted highly in the company, and it has a lot of users.
and skilled worker to use it correctly. The training programs are crucial to prepare the users for the new tools.
but one of the most important challenges has been the high resistance to changes in the organisation of work by some employees (80%of the employees don't have high school studies).
and usage of the system by the employees, analysing the usefulness of the applications to ensure the most efficient and optimal adoption of the systems. 5. 3. 5 References Research for this case study was conducted by Samuel Gabaly,
1953 Number of employees: 270 Turnover in last financial year: about € 230 million Primary customers:
The terminal employee manually enters the complementary information filled by the customer into the CEMAT transport management system.
The terminal employee enters the data into the CEMAT transport management system and gives the signed paper to the customer (or his driver).
and checkout process at CEMAT terminals. 5. 4. 3 Impact CEMAT employees and the majority of CEMAT customers are glad about the new process.
and simplifying the process for employees. Standardisation of the check in/checkout process for all CEMAT terminals.
CEMAT employees have adapted well to the new process and IT solution. CEMAT has the full support of the terminal directors who were the key persons to introduce the new processes in their terminals.
Terminal employees were used already to use information technology and the new process has simplified their working tasks.
1998 Number of employees: 17,078 Turnover in last financial year: about € 685 million Primary customers:
the sales system sends the inquiry (entered by a CFR employee into the computer) to the reservation system
& e-reservation solution has been felt by CFR employees in charge of ticket selling. Since the working processes for ticket selling and reservation needed to be redesigned completely,
approximately 5000 CFR employees working in this area have been affected heavily. Before the deployment of this solution, there was a manual system in place
For example, employees working at the selling points had to spend a lot of time at the end of the day to count the tickets sold.
These people were then in charge to train the respective CFR employees on the new business processes.
depending on the job of the employee. E-business in the transport & logistics industry 147 There was no resistance from employees towards the new e-ticketing
& e-reservation system since they were pleased very with the new solution: it improved their working conditions and significantly reduced manual work.
The fact that CFR did not reduce the number of employees following the implementation of the solution contributed to this good user adoption.
The feedback from CFR employees and CFR customers about the solution is very positive. The lack of data available before its implementation as well as its recent deployment does not allow the company to quantify the benefits achieved so far
'The organisation reckons that it might have been beneficial to hire an external consultant to analyse the existing process model
Therefore, at least E-business in the transport & logistics industry 148 one member of the project team should be accomplished an expert for this type of business.
1938 Number of employees: 166,000 (SNCF) Turnover in last financial year: 6, 595 million euros Primary customers:
The project team was composed of SNCF employees from the customer service marketing and IT departments. Sales and invoicing were involved also.
and this issue needs to be respected by all employees. Before the implementation of the solution, the majority of employees had to concentrate their efforts on the correct operation of the transport.
With e-services, the management and correctness of the information is as important as the rail service itself.
It is quite difficult to change the mindset of employees who have worked in a specific way for years
but it will take time until the new working modes will be adopted fully by the majority of employees.
the employees trained and the quality of information improved. E-business in the transport & logistics industry 153 The final key point is to consider the sales channel of e-services when planning such a project.
and has about 26,000 employees. Geodis posted nearly €3. 8 billion in net sales in 2006.
1995 Number of employees: 26,000 Turnover in last financial year: about € 3, 785 million (revenues) Primary customers:
Self-managed employees. With system-directed operations available to the users supervisory intervention is held to a minimum.
Workers do need not to take the manager away from his/her primary job. Rather, the Warehouse management system directs the employee's actions based on the E-business in the transport & logistics industry 158 user profile and location within the facility.
Managers have more time to make higher level decisions. 5. 7. 4 Lessons learned For global logistic service providers,
No. of employees: 396 Main business activity: Independent intermodal transport operator Primary customers: Haulers, logistic companies, carriers Year of foundation:
The information of the Goal system is accessible for Hupac employees only, who then decide what information is provided to the customer.
the impact of this solution on the employees previously in charge of searching information on the different railway information systems was significant.
Thanks to internal change management including involvement of employees in the project and communication and training,
and online access for both, clients and employees. The main benefit of this solution is a superb‘justin-time'performance at the firm allowing customers to online view
Colchester, UK No. of employees: 50 Sector: Transport & Logistics Main business activity: Transport, distribution, Warehousing Primary customers:
'This solution, designed by a company called Techwire in close cooperation with the Cammack Senior management Team, automates transport, warehousing,
The project team consisted of Cammack senior management and consultants of the supplier company which was developing the software.
or entered into the system by the Cammack employee), putting them into a diary and allow the traffic planner to easily put the jobs together on the screen into a load.
An employee will monitor the job, accept it and send an acceptance receipt to the customers.
and can be used by the transport planning employees. The system automatically groups jobs together. It also gives the information E-business in the transport & logistics industry 168 about the trucks available.
& Son especially for employees in charge of managing the traffic plans. They were used to writing everything on paper
Following training sessions and change management mentoring by the senior management team all employees were convinced quickly about the benefits of the solution for their daily working process,
Thanks to the improvement of operational efficiency, N c. Cammack & Son is able to perform more jobs today with the same number of employees.‘
Although N c. Cammack & Son initially did face resistance from their employees, the company achieved great results with the implementation of the solution that can be summarised in a time saving and operation efficiency increase as well as improved customer service.
Thanks to the usage of‘Truck Business',N c. Cammack & Son remain competitive in its core markets trough improving operational performance while keeping the number of employees constant.
Milan No. of employees: 1400 employees Sector: Logistics Main business activity: Logistics and forwarding services Primary customers:
All sectors Year of foundation: 1993 (Saima bought Avandero) Turnover in last financial year (€: 675 million Most significant market area:
a team of three employees of the IT department developed and deployed a flexible solution in a timeframe of about 6 months.
and trace solution includes the cost for three full time employees over 6 months for the development, deployment and training.
a Saima Avandero employee has to enter it into the central system. This creates a lot of additional work.
One employee is assigned to manage the supplier relationships on a full-time basis. The quality of data received from the suppliers is an important issue for Saima Avandero..
Oslo, Norway No. of employees: 75 Sector: Transport Main business activity: Information provider to public transport passengers Primary customers:
7 stakeholders and 3 full time project officers from Trafikanten assisted by an external consultant.
The company counts about 55 employees and its central office is located in Munkfors. In order to include the planning of the traffic,
Munkfors, Sweden No. of employees: 55 Main business activity: Operation of public bus and train transport Primary customers:
and support of the solution and 2 employees are working fulltime on these tasks. FRIDA allows collecting
ICT usage and high levels of employee's skills complement each other, leading to skill-biased technological change and an advantage of firms with highly skilled employees in adopting
and using ICT. Therefore, investments in training and skill-formation are at least equally important as investments in ICT capital itself
Provide incentives for ICT training of employees. Improve skills related to the reorganisation of working processes and procedures,
ICT usage and high levels of employee's skills complement each other, leading to skill-biased technological change and an advantage of firms with highly skilled employees in adopting
and using ICT. The European e-Skills Forum established by the European commission and the CEN Workshop Agreement (CWA) could be appropriate forums to discuss the issue of ICT skills development in the TLS sector.
Technical change, inequality and the labour market. Journal of Economic Literature 40 (1), 7-72. Allen et al, University of Westminster, January 2003, Modelling policy measures and company initiatives for sustainable urban distribution Final Technical Report.
Technical Committee 278 (2007) Road Transport and Traffic Telematics, Open Call for Project Team Experts: http://www. cen. eu/cenorm/tc278. pdf Terwiesch, C. and Wu, Y. 2004.
only companies with at least 10 employees were interviewed. For the retail and transport sector in Project 2, the population also included micro-companies with fewer than 10 employees,
reflecting their important contribution (see Exhibit A1. 2). Sector totals are therefore not directly comparable between the two projects.
with at least 10 employees) that were active within the national territory of one of the eight countries covered,
24,25 911 911 1. 2 Steel 27.1-3, 27.51-52 449 1. 3 Furniture 36.12-14 Companies which have at least 10 employees and use computers
Strata by company-size Target quota specified Size-band Project 1 Manufacturing Project 2 Retail & transport Micro enterprises (up to 9 employees
)--up to 30%Small companies (10-49 employees) up to 40-50%*at least 30%Medium-sized companies (50-250 employees) at least 40-45%*at least 25
%Large companies (250+employees) at least 10-15%*at least 15%*depending on sector 129 NACE Rev. 1. 1 was replaced by the new version NACE Rev. 2 in January 2008.
7 No answer on no. of employees 0 8 0 1 9 1 6 24 1. 8 Company does not use computers 35 75 32 76 35 5 110 398 1. 9 Company
<10 employees (manufacturing only) 90 30 7 0 78 0 670 21 1. 10 Not targeted sub-sector (transport only) 0 16 0
Values that are reported as employment-weighted figures should be read as"enterprises comprising x%of employees"(in the respective sector or country.
i e. a micro-company with a few employees and a large company with thousands of employees both count equally.
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