which allows them to become experts earlier than most. Segments 2 and 4 have lower propensity to play
along with the number of employees. SME activity is confined not to any country to production in the strict sense;
in order to impact society has significant implications for family owners and managers, the SME employees, and the economies in which the family SME operates.
such as lowering overall costs and developing and increasing employees (Skyrme and Arnindon 1997). Knowledge has been described as contextspecific,
Kirzner (1979) distinguished between entrepreneurial knowledge and the knowledge expert, suggesting that it is the entrepreneur of the firm that hires the latter.
The knowledge expert does not fully recognize the value of their knowledge or how to turn that knowledge into profit
or else the expert would be acting as an entrepreneur. In turn, the entrepreneur may not have the depth of knowledge that the specialist possesses (for example
and acquire more knowledge experts, they have the potential to Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 4 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 lose their‘familiness'as the advantages of knowledge
for Australia, this is less than 100 employees. As the USA defines an SME as a firm that has less than 500 employees,
this definition was used as a guiding principle and all respondents could be included in the sample.
The results are shown to indicate the total number of employees in 2007, the last full year prior to the survey being administered.
%of respondents with 0 employees and most firms in the family sample had between 1 and 10 employees (68.3%)as compared to the 10 to 20 category (11.6%).
%)Only 2%of firms had over 50 employees. For non-family, 40.8%of firms had employees in the 1 to 10 category and 34.3%in the 10 to 20 group.
These results are shown in Table 2. Firm age The findings regarding firm age between the two samples largely mirrored each other.
Family firms aged between 1 and 3 years totaled 19.8%and 17.5%for non-family.
4 2. 9 Total 293 100.00 137 100.00 Table 2 Firm characteristics-size (number of employees) Characteristic Range Family businesses Non-family businesses%%(n=293
)( n=137) Number of employees 0 46 4 From 1 to 10 200 56 From 10 to 20 34 47 From 21 to 50 7 20 More than 50
age (AGE) in years and size (SIZE) as number of employees. The results are shown in Tables 4 and 5. Hierarchical regression results-family firms Model 1 in the family sample was regressed on one control variable, AGE, against PERF.
which can often be achieved through employees, by encouraging them to sustain their application, distribution, and creation of knowledge (Hauschild et al. 2001).
As family firms are managed often by key family member executives, often only a few are involved in the decisionmaking process.
Managers are challenged to provide an organizational culture that encourages employees to actively participate in learning and effective knowledge sharing.
Generally,‘small'in the USA is considered to be fewer than 100 employees, and medium-sized is under 500 employees (Headd and Saade 2008).
Sample The population of interest in this study was family and non-family SMES, with 430 useable surveys returned.
ROI, number of employees, and revenues. Each measure has strengths and weaknesses (Brush and Wanderwerf 1992;
Firm size was measured using the number of employees and firm age using years in business.
Academy of Management Executive, 15 (1), 64 80. Brush, CG, & Wanderwerf, PA. 1992). ) A comparison of methods and sources for obtaining estimates of new venture performance.
the roles of economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30,1265 1285.
(3) the percentage of the regional labour force employed in the primary sector,(4) manufacturing employment in the high-tech sector().
the primary data for our explorative research was acquired through collaboration with well-established institutions as well as individual experts and consultants in two Eastern European countries:
Year of establishment (Figure 1), numbers of employees (Figure 2), and industry breakdown (Figure 3). Figure 1 provides an overview of the sample of SMES in terms of age.
the number of employees that have helped directly these organizations gather resources, battle uncertainty (including political instability
Under 10 employees, between 11-50 employees, between 51-100 employees, and over 100 employees Approximately half of the organizations surveyed employ fewer than ten employees
while about a quarter of the SMES in our sample employ between eleven and fifty people.
The least represented category in the sample is the‘51-100 employees'bracket. Finally, over one hundred members of staff powered fewer than 10 companies'innovation engines.
In terms of number of employees, our sample is representative for the larger Hungarian and Romanian population of SMES (EC, 2014.
employ fewer than ten employees, and have introduced fewer than five new products/services on the market since their establishment.
The Academy of Management Executive, 15,95-108. Pfirrmann, O. & Walter, G. H. 2002. Small Firms and Entrepreneurship in Central and Eastern europe, Springer.
European Policy Context 6 Executive summary of main outcomes of the workshop 9 1. Background to the workshop 10 2. Objectives and methodology 11 3. University
) a group of experts from regions and universities with experience of cooperation in research and innovation debated the potential roles that universities could play to enhance their contribution in developing
This first EUA-JRC workshop gathered 40 experts from 18 European countries, across both EU 15 and EU 12 member states plus Norway,
EUA nominated university experts through consultations with its collective members the national rectors'conferences, who selected experts with experience of regional cooperation to advise on good practices and guidelines for the new Smart Specialisation agenda.
JRC identified their participants through consultation with the S3 Platform comprising over 130 national and regional authorities.
and methodological advice on how to develop RIS3 in collaboration with leading experts. This includes peer review activities where regions present their RIS3 strategies
Regional Development Commission of Algarve Miguel Angel Aguirre Spain Andalusia Adviser, Andalusian Regional Government, Ministry for the Economy, Innovation, Science and Employment Annex 1:
) Cornwall Adviser to Cornwall County Council Jo Banks England (UK) Cornwall Cornwall County Council Linda Stewart Scotland (UK) Highlands and Islands Chair
and Communication Manager Per Erik Sørås Norway Sør-Trøndelag County Senior Adviser Armin Mahr Austria Federal Ministry of Science and Research Head
and Innovation Unit Alexandre Almeida Portugal Norte Head Adviser, Regional Development Unit Borut Roncevic Slovenia National government Director-General for Higher education and Science
C. EXPERTS John Goddard UK North East S3p Mirror Group Louise Kempton UK North East Author of Universities Guide Artur Rosa
and cooperation themselves using external experts and consultancies, and cohesion funds are broadly spread and therefore not necessarily supporting the strongest strategic centres.
This will mean a ratio of 2: 1 of workers to retirees. This will lead to an increase of costs linked to pensions, social security, health and long term care by 4-8%of GDP by 2025.
The report involved policy and business experts across the globe in exploring the changing nature of innovation within the private sector.
Challenges are also opportunities In 2006, the Independent Expert Group on R&d and Innovation chaired by Esko Aho,
it focuses on labour market practices and the delivery of services. As such, it is at odds with other definitions
identifying and implementing new labour market integration processes, new competencies, new jobs, and new forms of participation,
focusing primarily on labour market changes. Instead of these we have adopted a simpler and sharper alternative. Social innovations are innovations that are social both in their ends and in their 18 means.
which provides flexibility for employers and security for employees against labour market risks and holistic early years'provision in Reggio Emilia, Italy);
returning to the labour market. In the West it had its roots in the humanism of the 18th century and the Industrial revolution,
Germany, France and the UK) and economic (helped by women's growing power in the labour market.
Thanks to their battles, legislation conferred new rights and obligations on employers and planners; and technologists accelerated their efforts to innovate.
These might include employers seeking new types of skills (e g. better ability to work in teams, or software programming.‘
its expenditures would make it the seventh largest economy in the world, ahead of Italy and Spain and just behind France and the UK. lvii In these 35 countries, the sector employed 39.5 million full time equivalent workers
equivalent to about 6%of the working population of the EU. In the accession member states, 4. 2%of the wage earning population is employed in the social economy.
which focus on integrating highly excluded groups into the labour market, it is highly likely that these figures significantly underestimate the true scale of social enterprise activity in the country.
Kafka Brigades gather together all involved front line workers, managers and policymakers around particular cases. The Kafka Brigade's unique research and intervention methods allow it to quickly diagnose
or disadvantaged and marginalised groups into the labour market. lxviii A study of the WISE sector in Europe carried out by research network EMES,
and could potentially allow public service employees, such as transport drivers, to avoid being responsible for cash amounts.
Its three main activities are to get marginalised job seekers back into work; to buy, restore and sell low-priced 46 second hand recycled products (including clothes and furniture) to those on low incomes;
and a social work unit that cares for the personal needs of the employees who frequently have addiction or debt difficulties.
and reintegrate them into the labour market. The Koispe is a relatively unique organisational form in that it is both an independent trading enterprise and an official mental health unit,
The law of 1999 also stipulated the make up of any Koispe at least 35%of the employees must be those with mental health problems;
which play a key role in integration various marginalised groups into the labour market 47 including adults with learning difficulties,
There are plans to set up another 50 social cooperatives across Greece. lxxvi The largest Koispe is on the island of Leros, with 457 members and 54 employees.
as well as migrant workers who come back home to Poland and find themselves without anywhere to live. There are currently 30 Barka communities established throughout southwest Poland and 14 vocational workshops
Partnership working with local municipalities and businesses has created sustainable employment opportunities and the various activities undertaken by Barka over the last 20 years have had a major influence in facilitating the emergence of civil society and social enterprise in post communist Poland.
Since 2002 Barka has worked with the European Network of Migrants Integration Programme, helping destitute East European migrant workers,
marketing and business experts as well as those who have knowledge of specific areas of social need-to a two-and-a-half day weekend event.
Mindlab are also carrying out work on climate change, gender divisions in the labour market, breaking down barriers to employment faced by young immigrants. c SILK,
politicians, experts and citizens. Participants raise their own questions, and by the end of the day, participants are expected to produce visualized scenarios and proposals.
and the idea that the expert knows best. Many of these methods have been helped greatly by the ability of the web to draw in a far wider range of people
South korea Idea banks have been used for some time within organisations as a place for employees to make suggestions about working conditions and practices.
Open source technology, such as wikis,‘can make government decision-making more expert and more democratic'.'cx Examples from the US and New zealand show how open
employees, service users and so on. This knowledge is crucial in improving services and making government more accountable.
few resources are being devoted to labour market development and there is a dearth of skills, across sectors and relating to all stages of the innovation lifecycle.
although there are some modest funding sources available for individuals, small groups (for example of public sector front line workers).
high costs associated with securing funds as senior management's energies are focussed often on obtaining funds rather than managing their organisations;
as yet, been devoted to labour market development. Our analysis suggests that this is as important an issue as finance.
and shortages in paid employees within the voluntary sector in England found that skills gaps are apparent across the 98 sector.
Small organisations are more likely to experience skills gaps within their employees, likely because staff have to be skilled multi to perform a variety of functions.
Having under-skilled staff has a detrimental impact on organisations-often leading to an increase in the workload of other employees-and many employers,
While a majority of employers formally assess whether individuals have gaps in their skills and/or hold a training and development policy,
the tendency for professionally trained employees to see an NGO as a springboard to more prestigious posts outside of the NGO sector-move on to the public
and support within businesses and NGOS to help workers to adapt to change. Whilst ESF programmes will continue to support those who have difficulties in finding work, this focussed support for innovation within the work place, for life long learning and adaptability,
not only benefits the employees, but also contributes to a better relationship between the organisation and the national government,
or focused on transitions into the labour market. -Coordination, design, and implementation of different projects. This should include setting stricter protocols for evaluation
Report of the Independent Expert Group on R&d and Innovation Appointed Following The Hampton Court Summit, Available at:
and growth have not fared well compared to more modest theories focused on such things as the dynamics of labour markets or monetary policy.
2001) The Emergence of Social Enterprise, London and New york, Routledge. lxix Spear, R. & Bidet, E. 2003)‘ The Role of Social Enterprise in European Labour markets',Working papers Series
how open-source democracy can make government decision-making more expert and more democratic'Democracy Journal 7 Available at:
but by distributing complexity to the margins to the local managers and workers on the shop floor,
With this emphasis on the individual has come an interest in their experience as well as in formal outcomes, in subjective feedback as well as the quantitative metrics of the late 20th century state and economy (hence the rise of innovations like the Expert Patients programmes, or Patient Opinion.
involving users at every stage as well as experts, bureaucrats and professionals; designing platforms which make it easy to assemble project teams or virtual organisations.
identifying and implementing new labour market integration processes, new competencies, new jobs, and new forms of participation,
and invisibility of garbage workers. 12 She set out to do the 1 PROMPTS, INSPIRATIONS AND DIAGNOSES 23 opposite of
She decided to shake the hands of every one of the 8, 500 employees of the Department, across 59 districts,
Each year, up to four internationally renowned experts spend between two and six months helping the government to identify problems
and labourers who discuss and reflect on their farming practices. In the evening walkers stay in villages and hold meetings with local residents to discuss activities of the Honey Walking to discover innovation at the grassroots.
which actors and non-actors play out stories of oppression (abusive husband mistreating his wife/factory owner exploiting the workers etc.).
or between landowners and labourers. Or, spectators might choose to depict a more local problem like the lack of fresh water,
and thus constantly decrease costs. 3 44) Quality circles are a group of employees who volunteer to meet up to identify,
The aim is to tap into the experience and insight of front line workers, who are placed often best to identify problems.
and the idea that‘the expert knows best'.'Many of these methods have been helped greatly by the ability of the internet to draw in a far wider range of people
or groups of front line workers, professionals, and citizens. Within universities the usual form is a grant,
Taking innovative front line workers out of service roles and putting them into incubators or prestigious time-limited roles to turn ideas into business plans (with the time costs then potentially turned into equity or loans).
or workers, or participants, but their culture is social, are committed to the communities in which they operate, providing work, services, and support.
Visits from external experts can be an aid to training and formation or, as in the case of SEKEM, they can keep an organisation open to new ideas and models.
as well as see the work of the employees and staff. It is always a useful exercise for a venture 4 76 THE OPEN BOOK OF SOCIAL INNOVATION to consider how it could best present its work
and how innovations can be diffused among service providers through experts, intermediaries, and collaboration. However, we argue that the design of services should start from the user,
One new initiative by Open Business is the creation of a database of open business models. 199) Barefoot consultants.
There is an important role for consultants and those with specialist knowledge who can act as knowledge brokers and advisers in the new systems.
It is best if they seek to diffuse information, acting as educators, rather than protecting their knowledge through intellectual property
The Expert Patients Programme (NHS/EPP) is an example of this trend, where citizens with particular medical conditions provide advice and training sessions to others with similar conditions.
experts, and local citizens. Together they formulated and implemented a series of community-based interventions intended to prevent the incidence of cardiovascular disease.
and academic journals which sit alongside consultants adept at looking at companies'IP, or their R&d pipelines, spotting patterns
or replicated. 277) Innovation champions are individual consultants who produce ideas, network to find what else is being tried,
when you One of the São Paolo Hub members Taís Carolina Lucílio da Silva Sales Consultant for companies that develop eco products and designer of a line of eco-clothing.
all of them leaders and experts in their respective fields. 138 THE OPEN BOOK OF SOCIAL INNOVATION Innovation platforms There are different types and forms of platforms, but in the main,
and engaging individuals as workers. In some cases, firms have used the particular relations that characterise households as a channel for selling.
including civil servants from the Regions, politicians, experts, and citizens. Participants raise their own questions, and by the end of the day, are expected to produce visualized scenarios and proposals.
from managers to front line workers. 323)‘ Top slicing'departmental budgets for innovation, for example, 1 per cent of turnover as a rough benchmark (similar to the proportion of GDP now devoted to government support for technological and scientific research and development).
and manual workers have resisted innovations (particularly ones involving changes to demarcations). However, in other cases, unions have helped drive innovation,
management and trade unions in a quality programme for upgrading public services. 392) Supporting front line workers as innovators such as the joint IDEO/Kaiser permanente (KP) project in the US.
or freeing up time for public sector workers to volunteer for socially innovative projects. 394) Secondments of public sector employees into‘skunk works',innovation teams,
The Neighbourhood Renewal advisers in the UK are one example. 1 166 THE OPEN BOOK OF SOCIAL INNOVATION Inside-outside collaboration An important area of public sector innovation has been to encourage collaboration
between public service workers and civil society, and make the boundaries between them more fluid. 399) Inside-outside teams linking civil servants with social entrepreneurs and those working with communities,
000 volunteers contribute to the UK NHS. 401) Secondments of public sector employees to community organisations and private enterprises,
how open-source democracy can make government decision-making more expert and more democratic.‘‘Democracy Journal.''No. 7, Winter 2008.1 SUPPORT IN THE GRANT ECONOMY 167 2 SUPPORT IN THE GRANT ECONOMY Civil society and the grant economy are the most common sites of social innovation in campaigns
attracting talent (particularly younger people who want to believe that their employer has a social conscience;
The MONDRAGON group is now the third largest industrial group in Spain it has built up a network of 140 worker cooperatives and employs over 100,000 people.
As yet, very few resources have been devoted to labour market development. However, developing skills within the field of social enterprise is critical to the growth
delivered by prestigious graduate employers, business schools, think tanks, sector leaders and others. 486) Lessons in social entrepreneurship such as the programmes offered by INSEAD and the Skoll Centre for Social Entrepreneurship at Oxford's Saïd Business school.
which link people's spare hours to employer needs. This was proposed originally in the mid-1990s as a Guaranteed Electronic Market (GEM),
Image courtesy of Mike Russell. 4 SUPPORT IN THE INFORMAL OR HOUSEHOLD ECONOMY 205 517) Users as producers such as the Expert Patients Programme,
117 Expert Patients Programme 116 Extremes 36 Fabian society 48 Facebook 75; 138; 207 Fair Trade 119;
In a recent report on risk and innovation 1 the UK Government scientific adviser, Mark Walport, states that debates about risk are also debates about values, ethics and choices and fairness,
References 1. Annual Report of the Government Chief Scientific Adviser (2014) Innovation: Managing Risk, Not Avoiding It The Government office for Science, London. 2. Ayres, C. J. 2012.
lack of resources, lack of skilled employees, lack of easy to use technology adapted to SMES, and also lack of awareness of the potential benefits for them.
and e-business adoption at the EU level. 2 1 This major survey covered SMES with 10-249 employees,
Some Member States have taken action to attract ICT experts from third countries. Bringing in outside expertise is costly,
and use consultants to help prepare for the organisational changes required by e-business. Complexity of regulations Although today's regulatory environment seems to accommodate ebusiness satisfactorily at national level,
Unlike larger companies, with their teams of lawyers and consultants, SMES tend to avoid the legal risks of engaging in cross-border commerce.
8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees e-mail webpresence phases FN, September 2002 Digital
Elements, like the employees resistance to the change, the non-support from the 10 20.2.02 Eurostat Statistics In focus newsletter ISSN 1561-4840 KS-NP-02-012-EN
is characterized by high specialization and work centralization, limited mobility of workers, rigid and inertial institutional boundaries, low interaction with entities of another institutional sphere,
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers
especially research, education, labour market and development policies. Secondly, we also need to understand more about the growth of the spaces over time,
and arts at national/regional level, improving the labour market for researchers, promoting better policies for employment, education and training,
Here, alongside with the capability to provide workers with adequate training, also the firm's ability to attract highly qualified labor force will become one of its core competencies (Bougrain and Haudeville, 2002).
The entrepreneur's assessment of the importance of different internal factors of the firm (know-how, educational events, initiatives from employees, etc.
for innovation Know-how of the firm Educational events for employees Initiatives from employees Organization of work (
Sum-variable measuring the importance of different network relations for innovation Customers Suppliers and subcontractors Competitors Sales and delivery organizations Business service firms and consultants Accounting companies
about 62 percent with fewer than ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
are, in fact, as much experts in innovation and technological development as they are potential sources of finance and funding.
14 Executive Summary...17 1 Reviewing current rankings...23 1. 1 Introduction 23 1. 2 User-driven rankings as an epistemic necessity 23 1. 3 Transparency, quality and accountability in higher education 24
. 2. 2 Patent databases 82 4. 2. 3 Data availability according to EUMIDA 83 4. 2. 4 Expert view on data availability in non
Availability of U multirank data elements in countries'national databases according to experts in 6 countries (Argentina/AR, Australia/AU, Canada/CA, Saudi arabia/SA, South africa/ZA
Education and Culture but other experts drawn from student organisations, employer organisations, the OECD, the Bologna Follow-up Group and a number of Associations of Universities.
An international expert panel composed of six international experts in the field of mapping, ranking and transparency instruments in higher education and research.
Stakeholder workshops were held four times during the project with an average attendance of 35 representatives drawn from a wide range of organisations including student bodies, employer organisations, rectors'conferences, national university associations and national representatives.
The consortium members benefitted from a strong network of national higher education experts in over 50 countries who were invaluable in suggesting a diverse group of institutions from their countries to be invited to participate in the pilot study.
The web-site also includes a 30 page Overview of the major outcomes of the project. 17 Executive Summary Executive Summary Executive Summary Executive Summary Executive Summaryexecutive Summary Executive
and underlying database to produce authoritative expert institutional and field based rankings for particular groups of comparable institutions on dimensions particularly relevant to their activity profiles.
Recent reports on rankings such as the report of the Assessment of University-Based Research Expert Group (AUBR Expert Group, 2009) which defined a number of principles for sustainable collection of research data,
%)Academic reputation survey (40%)Employer reputation survey (10%)General Sum of all indicators, divided by staff number (10%)Ratio international mix,
Surveys among stakeholders such as staff members, students, alumni or employers. Surveys are strong methods to elicit opinions such as reputation or satisfaction,
rankings and indicator experts, field experts (for the field-based rankings) and regional/national experts.
The design choices made here are in accordance with both the Berlin Principles and the recommendations by the Expert Group on the Assessment of University-based Research.
The AUBR Expert Group5 (a o.)underlines the importance of stakeholders'needs and involvement, as well as the principles of purposefulness, contextuality,
Based on our design context, in the following chapters we report on the construction of U multirank. 5 Expert Group on Assessment of University-Based Research (2010),
Various categories of stakeholders (student organizations, employer organizations, associations and consortia of higher education institutions, government representatives, international organizations) have been involved in an iterative process of consultation to come to a stakeholder-based assessment of the relevance
This first list was exposed for feedback to stakeholders as well as to groups of specialist experts. Stakeholders were asked to give their views on the relative relevance of various indicators
we invited feedback from international experts in higher education and research and from the Advisory board of the U multirank project.
To facilitate the consultation process we showed an expert view on the 50 indicators (making use of the feedback from the expert group consultation) in
Literature review Review of existing rankings Review of existing databases First selection Stakeholder consultation Expert advice Second selection Pre-test Revision Selection
Based on the various stakeholders'and experts'assessments of the indicators as well as on our analyses using the four additional criteria,
existence of external advisory board (including employers) Problems with regard to availability of data. 56 13 Inclusion of work experience into the program Rating based on duration (weeks/credits) and modality
Although the indicator may reflect the extent to which employers value the institution's graduates,
The Expert Group on Assessment of University Based Research12 defines research output as referring to individual journal articles, conference publications, book chapters, artistic performances, films, etc.
and experts) against the criteria discussed in the first section of this chapter. The indicators in the table are used in the pilot test (chapters 5 and 6). The majority of the indicators are normalized by taking into account measures of an institution's (or a department's) size that is:
awards and scholarships won by employees for research work and in (international cultural competitions, including awards granted by academies of science.
together with in the right hand column some of the pros and cons of the indicators expressed by experts and stakeholders during the indicator selection process.
An important reference is published the report in 2009 by the Expert Group on Knowledge Transfer Metrics (EGKTM) set up by DG Research of the European commission. 17 Table 3-4:
Data are available from secondary (identical) data sources. 5 Size of Technology Transfer Office Number of employees (FTE) at Technology Transfer Office related to the number of FTE
Our analysis on data availability was completed with a brief online consultation with the group of international experts connected to U multirank (see section 4. 2. 5). The international experts were asked to give their assessment of the 21 The U multirank project was granted access to the preliminary
) Expert view on data availability in non-European countries 4. 2. 5the Expert Board of the U multirank project was consulted to assess for their six countries all from outside Europe the availability of data
Availability of U multirank data elements in countries'national databases according to experts in 6 countries (Argentina/AR, Australia/AU, Canada/CA, Saudi arabia/SA, South africa/ZA
According to the experts consulted, more data can probably be found in institutional databases. However, if that is the case, there is always a risk that different institutions may use different definitions
or other), our experts stressed that it is not always easy to obtain that information (for instance in case of data relating to the dimension Regional Engagement).
and include employers and other clients of higher education and research institutions, but that would make the task even bigger.
and making use of the advice of external experts and national correspondents in the testing and further execution of the survey is yet another part of the provision that needs to be part of the data collection strategy. 5 Testing UTESTING U Testing U
which are classified in turn by Thomson Reuters experts into one or more Journal Categories. The Journal Categories, sometimes referred to as Subject Categories,
and/or experts have expressed some doubts regarding one or two selection criteria. The‘relevance'criterion has been the major reason to keep these indicators on the list for the pilot study.
The indicator‘inclusion of work experience'is a composite indicator using a number of data elements (e g. internships, teachers'professional experience outside HE) on employability issues;
At the same time they are a link to potential future employees and in many non-metropolitan regions they play an important role in the recruitment of higher education graduates. 6. 3 Feasibility of data collection As explained in section 5. 3 data collection during the pilot
'International Ranking Expert Group 2006; principle 15. U multirank, as any ranking, will have to find a balance between the need to reduce the complexity of information on the one hand and, at the same time,
In addition access to and navigation through the web tool will be made highly user-driven by specific‘entrances'for different groups of users (e g. students, researchers/academic staff, institutional administrators, employers) offering specific information
requiring the involvement of many key players 160 (governments, European commission, higher education associations, employer organizations, student organizations).
therefore that rankings would be operated (initially) on a project basis by existing professional organizations with a strong involvement of both stakeholder and expert advisory bodies.
Stakeholder and expert advisory councils should be installed in a form that could continue to operate after the two years'project Phase in order to support the development of a viable business plan a partnership with professional
and expert advisory structure remaining in place. This structure also allows the commercial unit to operate as a joint venture with for-profit partners.
b) Funding/sponsorship from other national and international partners interested in the system. c) Charges from the ranking users (students, employers etc..
but there is a possibility of some cross-subsidization from selling more sophisticated products such as data support to institutional benchmarking processes, special information services for employers, etc.
Methods for Regionalisation, Sector Allocation and Name Harmonisation',Methodologies & Working papers, Publications Office of the European union, Luxembourg, 2011, ISBN 978-92-79-20237-7. Expert
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