creating employment opportunities for young people of that community, who are mostly black, training them for a music career.
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
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.
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.
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.,
This stems from creative, innovative, entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision.
& employees about health Extra investments generated outside the UK to improve services at local hospitals in the UK New forms of care delivery:
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
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.
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation.
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,
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.
DG Employment is also running an initiative called New Skills for New Jobs to develop better matching-up of skills and labour market needs.
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,
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:
Changes attributed to this technology include new patterns of work organization and worker productivity job creation and loss, profit and loss of companies,
dispensing increasingly with the sweat and the old craft skills of workers in the fields and workshops,
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.
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,
with only about a fifth of the workforce time in large service sector firms providing data communications network links with employees'homes,
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:
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.
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:
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,
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
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
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),
Preparatory measures (changing organizational culture and conducting training with employees) are vital Success is the approach;
European commission, DG Research (PROJECT MANAGER) About TEPSIE 3 Executive summary 4 Introduction 8 Defining social innovation 10 TEPSIE's definition of social innovation
AND RESEARCH Executive summary Although the field of social innovation is developing rapidly, at the time TEPSIE started in 2012,
may often use external experts to run assessments, as well as the development of interventions, due to the possible lack of expertise and thus results in the potential issues of the expertise remaining outsourced and increased costs.
as they are experts of their own lives. This tacit knowledge that citizens hold is often critical to the innovation process.
if we only look to experts with similar perspectives and heuristics, then they are likely to‘get stuck in the same places,
Bureau of European Policy Advisers. 2010). ) Empowering People, Driving Change: Social Innovation in the European union.
Bureau of European Policy Advisers. 2010). ) Empowering People, Driving Change: Social Innovation in the European union.
Bureau of European Policy Advisers, European commission. Available at: http://ec. europa. eu/bepa/pdf/publications pdf/social innovation. pdf
The main indicators, namely R&d investment, net sales, capital expenditures, operating profits and number of employees are collected following the same methodologies
%7. 1 One-year change,%9. 6 Number of employees, million One-year change,%48.471 1. 5 Note:
%9. 8 11.7 13.9 5. 7 Employees, million 18.357 11.138 8. 206 10.770 One year change,%1. 1 3. 0
. 4 2. 2 1. 4 2. 2 2. 2 Profitability 15.4 6. 6 6. 6 3. 4 10 6 Employees
%5. 1-77.3*-0. 4-1. 8 1. 0*Many South korean companies do not report number of employees.
The distribution of employees by region was 18.357 million in the 527 companies based in the EU, 11.138 million in the 658 US companies, 8. 206 million in the 353 Japanese companies and 10.770
million in the 462 companies from other countries (1827 out of the 2000 companies reported number of employees.
The figures refer to a set of companies that reported number of employees over the whole period 2004-2012
and are broken down into groups of industrial sectors with characteristic R&d intensities (see definition in Box 1. 1). The following points can be observed regarding the changes in number of employees in the period 2004-2012 (figure
It is important to remember that data reported by the Scoreboard companies do not inform about the actual geographic distribution of the number of employees.
20 2012 2004 2012 2004 2012 2004 2012 2004 Row-181 Japan-320 US-433 EU-361 employees (millions) world
And Chemistry World reported last July that Eli lilly is freezing the pay of its employees in 2014 to save money ahead of the expiry of two key patents
Table 5. 1 Overview of the Scoreboard companies in the Pharmaceuticals & Biotechnology sector EU US Others World Biotechnology No. companies 18 66 5 89 Employees
400 R&d intensity(*)17%25%9%23%Profitability(*)13%28%24%26%Pharmaceuticals No. companies 40 33 52 125 Employees 596,006
It is disclosed in accounts as additions to tangible fixed assets. 8. Number of employees is consolidated the total average employees
or year end employees if average not stated. 82 The 2013 EU Industrial R&d Scoreboard The 2013 EU Industrial R&d Investment Scoreboard 83 Annex 3 Composition of the top
R&d investment Net sales Capital expenditure Operating profit or loss Total number of employees Main company indicators (R&d intensity, Capex intensity, Profitability) Growth rates of main
the respondents state that knowledge-sharing and collaboration opportunities with universities and public research organisations, quality and quantity of R&d personnel in the labour market, proximity to other company sites,
whereas the quality of R&d personnel in the labour market stood out in the EU. Market growth
European commission JRC-IPTS (2013) Similar to our previous surveys, the companies in the sample were on average very large, with an average turnover of €16 billion, 33,000 employees,
and 1, 800 employees in R&d. Among the respondents, there are 8 medium-sized companies mainly in the high R&d intensity sectors.
Out of the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5, 000 and 30,000 employees and 44 more than 30,000 employees.
Above average attractiveness was stated for knowledge-sharing and collaboration opportunities with universities and public research organisations, quality and quantity of R&d personnel in the labour market, proximity to other company sites,
and skills than the corresponding knowledge transfer strategies. 27 Quality and quantity of R&d personnel in the labour market rated clearly before labour costs.
That quantity of R&d personnel in the labour market is stated as a top three attractiveness factor contrasts with the observed lack of sufficient quantity in Germany. 30 Other factors are stated twice (proximity to other company
Will Dearth of Experts Starve German Economy? Der spiegel, 19 april 2013, http://www. spiegel. de/international/business/lack-of-skilled labor-could-pose-future-threat-to-german-economy-a-894116. html country (number of statements
whereas the quality of R&d personnel in the labour market and public R&d support via grants & direct funding and fiscal incentives stood out in EU countries.
Average turnover and employee numbers for the responding companies, by sector group Note: The figure refers to 153 out of the 172 companies in the sample.
European commission JRC-IPTS (2013) The average net sales and employee numbers in the figure are inversely proportional to the R&d intensity of the sector group.
The average number of R&d employees is considerably larger in the high and medium than in the low R&d intensity sector.
This is the result of the high share of R&d employees in large companies that responded from technology, hardware & equipment and pharmaceuticals & biotechnology (high R&d intensity), automobiles & parts, industrial engineering,
33,000 employees, and 1, 800 employees in R&d. Among the 172 respondents there were 8 medium-sized companies mainly in the high R&d intensity sectors (according to the European commission's SME definition,
see: http://ec. europa. eu/enterprise/enterprise policy/sme definition/index en. htm). Among the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5,
000 and 30,000 employees and 44 more than 30,000 employees. 01 000 2 000 3 000 4 000 0 10 000 20 000 30
000 40 000 50 000 high R&d intensity medium R&d intensity low R&d intensity number of R&d employees net sales (in million €
) or number of employees sector group average net sales (left scale) average number of employees (left scale) average number of R&d employees (right scale) 38 The 2013 EU SURVEY on R&d Investment Business
Trends 3838 39 39 3939 The 2013 EU SURVEY on R&d Investment Business Trends 8 Annex B:
+34.95.448.83.80 51 See the Privacy Statement on the last page 40 The 2013 EU SURVEY on R&d Investment Business Trends 4040 A. Corporate background 1. How many employees in total
Around. 2. How many employees work on R&d in the company? About. B. R&d investment levels and trends 3
b1) quality of R&d personnel in the labour market (b2) quantity of R&d personnel in the labour market (b3) labour costs of R&d personnel (c) Proximity to:(
in case of conflict, can be addressed to the European Data protection Supervisor (EDPS) at www. edps. europa. eu. European commission EUR 26224 EN Joint Research Centre Institute for Prospective Technological Studies
Aswediscussed in theprevioussection, oneoftheinternalfactorsshownto be amongthemostimportantdeterminantsofinnovative activityforsmesisahighincidenceofhighlyqualified employees (Hoffmanetal. 1998). ) Thesehighlyqualified employeesrepresenttheknowledgebaseofthecompany, which isasourceofideasfornewproductandprocess development.
2002) also considertheproportionof all highly educated employees. Literatureshowsthathighlyeducated employeespositivelyaffectfirm'sinnovativecapability, so we alsoexpecttofindthatforatransitioneconomythe proportionofhighlyqualifiedemployeesinsmeshas positive influenceoninnovativecapability.
employees wecomputethisratiofor2001and2003andthentaketheaveragenumber S. Radas, L. Boz ic'/Technovation29 (2009) 438 450 442 (Hadjimanolis, 1999), weincludevariable implementation of neworsignificantlychangedcorporatestrategy (Table 3). We considermanagement'sstrategiesbecauseaspointed out in Freel (2000) innovation, beingacomplexand inclusiveprocess, requiresaneclecticbaseofmanagerial competency, andmanagerialdeficienciescanpresenta seriousobstacleforinnovation.
Thisisunderstandablesinceradicalinnova-tions requiresubstantivecreativeeffort, whileintroducing productsthataresimilartothosealreadyexistingonthe market doesnotrequireasmuchoriginalinputfromfirm's own staff (i e. theworkcanbecompletedbyless-skilled employees. Itismoresurprisingthatproportionofhighly educated staffisnotasignificantpredictorinprocess innovation.
i) the Context Executive (CE) Module which interfaces with other entities/context clients,(ii) the Context Processing (CP) Module which implements the core internal operations related to the context processing
and (iv) the Context Flow Controller (CFC) which performs context flow optimization activities (see Fig. 3). Fig. 3. Context Information Service Platform The Context Executive Module
The Context Information Base (CIB) provides flexible storage capabilities, in support of the Context Executive and Context Processor modules.
The Context Flow Controller configures the Context Processing and Context Executive Modules based on the requirements of the Management Application and the general guidelines from the Orchestration Plane.
A so-called Supervisor and Security Module (not shown for clarity reason in Fig. 2) is embedded in each Cognitive Manager supervising the whole Cognitive Manager and,
and politicians as well as security and trust experts. 4 Survey of Work on Social and Economic Tussles as Highlighted in FP7 Projects In this section, SESERV looks at specific projects in the FP7 Future Networks project portfolio,
and the Future Internet research community by offering selected services to FP7 projects in Challenge 1. SESERV provides access to socioeconomic experts investigating the relationship between FI technology, society,
For instance, an employee (Alice) changing group membership at the command of her manager (Peter) can be formalized as:
Customer employees can access their respective data and systems (or parts thereof) but cannot access infrastructure
For instance, a database administrator may only obtain administrative privileges over the tables owned by its employer. 2. For a given task at hand,
Due to the corresponding logging, the security auditors can later determine which employee has held what privileges at any given point in time.
The goal is to minimize the set of trusted employees for each customer through implementing a rigorous least privilege approach as well as corresponding controls to validate employee behavior.
and to limit the risks imposed by misbehaving cloud providers and their employees. Acknowledgments. We thank Ninja Marnau and Eva Schlehahn from the Independent Centre for Privacy Protection Schleswig-Holstein for substantial and very helpful input to our chapter on privacy risks.
Cloudsourcing-the cloud sparks a new generation of consultants & service brokers (2010), http://www. processor. com/editorial/article. asp?
From the close interaction with the experts in the field, we derived an approach for the evaluation based on the feedback of the citizens and also of the operators (with focus groups and periodic interviews) in terms of:
when the role of ICT experts will be reduced substantially. To this end, we wish to propose three grand research challenges.
handing it over to business experts. To this end, the ICT domain needs to push forward the implementation of future ES development environments,
specifically conceived to be used directly by business experts. Such development environments will be based on an evolution of MDA,
interfaces will foster new development environments conceived for business experts to directly intervene in the development process.
This GRC requires, again, a strategic synergy between ICT and business experts. Together, they need to cooperate in developing a new breed of services, tools, software packages,
In particular on the first and the second GRC that concern the development of new FINESS capable of offering to the business experts the possibility of directly governing the development of software architectures.
where business expert can directly manage a new generation enterprise software architectures. Cloud computing represents an innovative way to architect
since it is built by business experts by using Enterprise Systems/Architectures (including Business Process) Engineering methods
S3 FINES Redesign System This system is used mainly by business experts who, once identified the area (s) where it is necessary/suitable to intervene,
This task is achieved by using a platform with a rich set of tools necessary to support the business experts in their redesign activities that are,
Future Internet Enterprise Systems 415 5. 1 A Business-Driven FINES Develpment Platform In order to put the business experts at the centre of the ES development process, we foresee a platform
Then, business experts supervise and complete the work. This approach represents a marked discontinuity with the past,
since a FINES will be engineered directly by business experts and not by IT specialists. In fact, business experts will be able to select
manipulate, and compose FINERS at best, since they know better than IT specialists what the different business entities (represented by FINERS) are,
(ii) the mirroring of the real world business entities,(iii) the full control of the architecture by the business experts. 6 Conclusions At the beginning of the 80s,
Active labour market policy is a top priority to sustain employment, strengthen social cohesion and reduce the risk of poverty.
Smart cities have been pointed recently out by M2m experts as an emerging market with enormous potential,
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