A thirdpracticetobenefitfrominternalknowledgeisto capitalizeontheinitiativesandknowledgeofcurrent employees, includingthosewhoarenotemployedatthe internal R&ddepartment. Severalcasestudiesillustrate that informaltiesofemployeeswithemployeesofother ARTICLEINPRESS V. vandevrandeetal.//Technovation29 (2009) 423 437 424 organizationsarecrucialtounderstandhownewproducts are createdandcommercialized (e g.
ARTICLEINPRESS Table 1 Distributionofrespondentsacrossindustriesandsizeclasses Type ofindustry Size class 10 99 employees 100 499 employees Total Manufacturing Food andbeverages (NACECODES15 16
Employee involvement Leveraging theknowledgeandinitiativesofemployees who arenotinvolvedinr&d, forexamplebytakingup suggestions, exemptingthemtoimplementideas, or creating autonomousteamstorealizeinnovations. Technologyexploration Customer involvement Directly involvingcustomersinyourinnovation processes, forexamplebyactivemarketresearchto check theirneeds, orbydevelopingproductsbasedon customers'specificationsormodificationsofproducts similar likeyours.
951 Employee involvement9342571 Technology exploration Customer involvement9738611 External networking9429674 External participation3216831 Outsourcingr&d5022735 Inward IPLICENSING20 5 932 Table 4 Incidence ofandperceivedtrendsinopeninnovationpracticesbetweenindustries
0. 02 0. 02 0. 1 Employee involvement94 93 0. 7 0. 41 0. 41 0. 2 Technology exploration Customer
/Technovation29 (2009) 423 437 429 Table 5 shows thatmedium-sizedenterprises (100 499 employees) aremorelikelytoengageinopeninnovation. On alltechnologyexploitationandexplorationpractices they aredoingslightlyorsubstantiallybetter.
Weconsideredarange of initialsolutionsfromthehierarchicalanalysiswitheither ARTICLEINPRESS Table 5 Incidence ofandperceivedtrendsinopeninnovationpracticesbetweensizeclasses Incidence Perceived trenda 10 99 employees (n 376)(%100 499 employees (n 229
)(%Mann Whitney Z (U) 10 99 employees (n 376) 100 499 employees (n 229) Mann Whitney Z (U) Technologyexploitation Venturing 27
. 5 Employee involvement 92 96 1. 7 0. 37 0. 48 2. 8*Technologyexploration Customer involvement 97 98 1. 1
Venturing 40 27 15 14.5*Outward IPLICENSING44 1 0 227.3**Employee involvement98 99 38 340.5**Technology exploration Customer involvement98 99 77
Venturing 0. 17 0. 11 0. 05 5. 2 Outward IPLICENSING 0. 11 0. 00 0. 00 26.0**Employee involvement 0
inter-organizationalnetworksandcustomerinvolvementare ARTICLEINPRESS Table 8 Motives toadoptopeninnovationpractices Category Examples Technologyexploitation Technologyexploration Venturing (n 83)(%Employee involvement (n 256)(%Customer involvement (n
Employee involvementistheonlyitemwheremotives are differentthanfortheotheritems. SMESCAPITALIZEON the knowledgeandinitiativesoftheir (non-R&d) employees foroptimaluseofhumancapitalandformarket considerations. However, employeeinvolvementisalsothe outcome ofan‘internalorganizationalpolicy'oritis stimulatedtoimprovemotivationandcommitmentof employees.
Thesetwomotivesarenotnecessarilydictated by innovationobjectives. Table 9 identifies themainmanagerialandorganiza-tional challengesthatsmesperceivewhentheyadoptopen innovationpractices. Weremindthatinterviewersfirst asked ifrespondentshadexperiencedanybarrierstoopen innovation. Ifrespondentsansweredpositively, theinter-viewer exploredthenatureofthesebarriersbyopen-ended questions.
Themainbarrierstoinnovationmentionedby the respondentsarerelatedtoventuring (mentionedby 48%oftherespondents), externalparticipation (48%),and outsourcingofr&d (43%.%Table 9 shows theextenttowhichthebarriersmentioned abovematterforeachofthedifferenttypesofopeninnova-tionactivities.
Governmentalsupportisexperienced ARTICLEINPRESS Table 9 Hampering factorswhenadoptingopeninnovationpractices Category Examples Technology exploitation Technology exploration Venturing (n 40)(%Employee involvement (n 88)(%Customer involvement (n
The last Community Innovation Survey in Belgium shows that large firms(>250 employees) are collaborating on average with more external partners than small firms.
when the number of collaborative deals is divided by the number of employees thus measuring the open innovation intensity.
Some of them we found through publications, others by contacting a large European network of open innovation experts.
or size class (taking into account that small companies should have less than 500 employees). The companies are active in a wide range of industries.
and have 500 employees; other companies are just a few years old and have less than five employees.
The reader should thus not be surprised by the heterogeneity 13 of the cases. The diversity of the themes we will discuss illustrates how open innovation can take different shapes within each specific firm or industry.
cross-industry learning process led by sleep experts. The QOD case illustrates that developing a successful business model that ultimately changes the industry starts with nothing more than the conviction of a well-informed entrepreneur.
Curana is a micro-company (less than 20 employees) that is active in the bicycle accessory market.
and material experts. The third step is promotion. In this step Curana organized information sessions to promote its new ideas among potential customers.
and material experts. Using the so-called Original Strategic Management (OSM) model, Curana and its innovation partners started from a vision based on new opportunities derived from global trends,
After consulting with an examination board of sleep experts, QOD decided to produce a functional quilt that would reduce the temperature variation under the quilt to provide a healthy sleep.
It combined valuable insights from sleep experts with the PCM technology which has required the characteristics to improve sleep.
and tested with the help of medical experts. QOD's first functional quilt branded as Temprakon was the result of linking PCM technology with insights about sleep comfort from the medical world.
Jaga also explored initiatives to spur the creativity of employees and external partners by setting up Jaga Product Days in 2007 (see p 47).
Adriaan Debruyne (now director of Saflot Creative Consultants) added: Our antennas are open to society and technologies,
Some of Curana's employees, for instance, did not understand why management was preoccupied with managing the network of partners
Intellectual property rights are owned usually contractually by the innovating firm in the case inventors are companies doing contract research, external designers, or employees.
Universities, research labs, crowds of experts, lead users, and knowledge brokers are just a few examples of potential external sources of knowledge.
Therefore, the Airfryer is packaged with an inspiring recipe booklet, written by a culinary expert, which contains 30 easy-to-prepare recipes,
or consultants develop. In contrast, they are spurred to take action when they are confronted with the testimonials of entrepreneurs who are using open innovation successfully to develop new businesses.
SMES are companies with less than 250 employees (N=792; lager companies(=250 employees; N=175.
The calculation covers the period 2002-2004. Open innovation can be measured in different ways. Developing a search strategy is one of the most important aspects of open innovation.
market sources (suppliers of equipment (i), customers (ii), competitors and other firms with similar activities (iii), commercial labs, private R&d organizations, and consultants (iv;
The external R&d intensity reflects external R&d per employee. Collaborative innovation indicates whether innovating firms engage in collaborative innovation activities with six potential partners:
consultants and private R&d organizations (iv; universities (v; and public research organizations (vi. Collaborative innovation is captured by calculating the average score of the six questionnaire items registering the firm's use of cooperative agreements with innovation partners.
and the collaboration intensity measures the collaboration per employee. Variable Small and medium-sized enterprises (N-SME=792) Large firms (N-large=175) Mean Standard deviation Mean Standard deviation Difference Search intensity
Moreover, small contests can be held among employees, suppliers, and local communities of designers, engineers, and so on. 33 These value networks have been described by different authors.
and as a short paper within the work of the High-level Expert Group on The Future of Community Research Policy (Luc Soete, coordinator)( 2009).
IBM hired Von neumann as a consultant in January 1952 and started a collaboration with his organization, the Institute for Advanced Study at Princeton (Pugh, 1995.
14,000 employees in France, ten factories, and a global turnover of 201 million French francs, which had multiplied by 10 over the past 10 years.
Acknowledgements We would like to thank the experts who reviewed the exposé and interim draft of this Policy Brief:
Key definitions The OECD defines high-growth enterprises as firms with average annualised growth in employees or in turnover greater than 20%a year, over a three-year period,
and with ten or more employees at the beginning of the observation period. Gazelles are born newly high-growth enterprises not older than five years.
One group of experts argues that governments should do both, while others favour a policy focused on the most promising SMES.
An annual performance scoreboard of the EU is to include an item 3. 1. 3 High-growth enterprises (with more than 10 employees) as%of all enterprises,
(or by turnover), are enterprises with average annualised growth in employees (or in turnover) greater than 20%a year, over a three-year period,
and with ten or more employees at the beginning of the observation period. 4 A size threshold of ten employees is suggested to avoid the growth of micro enterprises distorting the picture.
but nevertheless have more than 250 employees. Animal metaphors have some popularity in literature about high-growth enterprises there is also the notion of gorillas for companies that grow quickly from small start-ups to large international players in high-technology markets. 7 In fact the notion of large
since the definition of gazelles includes for example new companies that grow from ten to 18 employees within three years reaching a size that does still not make much difference from a regional or national economy point of view.
defined as companies with less than 250 employees. Nota bene, the obvious consequence of high growth of SMES is that they soon turn into large companies.
) INNO-Grips case studies and case briefs Interviews with individual experts Expert survey Secondary data analysis OECD
Three expert interviews were conducted for this Policy Brief: One with OECD economist Jonathan Potter, one with US venture capital and innovation policy advisor Burton Lee,
and questions to non-growing companies about the reasons for not growing (see Annex 2). Guidance by an advisory board Two experts were charged with guiding the research for this Policy Brief,
These experts had agreed to review drafts of this policy brief and contributed to the workshop where the results were discussed.
including issues such as taxation, bankruptcy regulation, rewards for innovative employees, possible income limits, and regulations of sideline income (including equity shares in new companies) of entrepreneurial researchers.
including issues such as recognition for entrepreneurs and innovators, social acceptance of entrepreneurial failure, recognition of innovative and entrepreneurial activities of employees in large companies,
Share of high-growth enterprises (employment definition) in%of enterprises with ten or more employees 0123456789 10 Manufacturing*(2006) Services**(2006)* Mining and quarrying;
***Employer enterprises with fewer than 250 employees. Source: OECD (2009), p. 29. The picture is similar for gazelles.
many experts took a similar view, highlighting that Europe is largely lacking such opportunity-looking entrepreneurial spirit.
It is so costly to dismiss employees in Europe that entrepreneurs and company managers are extremely cautious about hiring. 34 However,
These 691 companies made up 4. 9%of new companies with more than 10 employees in 2006.
Acs and Mueller found that only start-ups with greater than twenty employees have persistent employment effects over time
The Group of Independent Experts concluded that Eurostars should not only be sustained but preferably its budget should be increased in the future.
and industry experts as well as support to find the necessary resources, above all funding and employees. Key elements of support include four workshops:
Each time the Accelerace team, made up of twelve employees, selects 10-15 companies to be supported.
says Accelerace senior management consultant Rebecca Scheel the applying companies need to be at the right development stage
the Accelerace team provides a short-list of candidate firms that have been vetted by at least two business consultants.
The investment committee is made up of several investors, industry experts as well as Symbion's CEO. The initial pitch to enter the programme resembles a typical investor pitch,
while the final pitch includes validated information for customers and industry experts, an actionable operational plan,
It also tracks baseline data for its performance, such as employees, revenue growth and number of customers.
The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
hiring employees and financing abroad as well as to cooperation in R&d, production and innovation activities with international partners.
Further related findings In a study for the European commission's Sectoral E-business Watch in 2009,42 experts responded to a survey which,
The sectoral focus is a facilitator as it drives to the involvement of stakeholders and experts with sectoral background and reputation.
or failure. 144 The experts consulted for this Policy Brief took different views. At the workshop related to this Policy Brief, Luc Hendrickx, Director for Enterprise Policy and External Relations at the European Association of Craft, Small and Medium-Sized Enterprises (UEAPME), suggested
shifting SME policies towards competitiveness and growth In Korea the SME sector, accounting for 99%of enterprises and 88%of employees, is considered as ensuring sustainable growth for the future.
Furthermore, a new category of mid-sized enterprises with 300 to 1, 000 employees is to be introduced for policy purposes.
is an enterprise with less than 300 employees and with sales less than 8 billion won (approximately 6. 6 million US dollar).
Whereas the government supports SMES with up to 300 employees with numerous measures, enterprises with more than 300 employees are regarded as large firms under strict government regulation
and cannot receive any support. As a result, many enterprises do not grow. Although the weakness concept is still dominant,
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
000 employees, responding to global competition and developing initiatives to foster hidden global champions. The introduction of policy schemes for supporting this group of enterprises will probably impact the Korean economy dramatically in the coming years.
or the number of employees in order to sustain the status of an SME and be applicable for government support.
Gazelles are defined as high growth firms which within a five-year period double in size to a minimum of 20 employees or to 10 million Canadian dollars (CAD) in sales or both.
but by the mid 1970s it switched to high tech SMES with up to 500 employees (mostly under 25 employees).
Another study by the SBA Office of Advocacy found that SBIR firms produced 13 to 14 times more patents per employee than did larger firms.
when compared with a matched set of non-recipient firms. 159 The SBIR is focused on SMES namely over 41%of respondents had 15 or fewer employees,
while about 15%had more than 100, for a mean of only ten employees. As expected very small firms had increased lower sales and employment with the best results for firms in the range of 15 to 25 employees.
Even though they had the data, the review did not assess the presence of high growth firms
Fostering employment of high-tech employees in SMES: the SME Agency introduced for the first time in 2010 a subsidy programme for SMES employing next-generation high-tech human resources.
Funding recipients should have less than 300 employees or capital below JPY 300 million. The majority of schemes target venture companies and SMES.
%or more in each of the previous three years and a size of more than nine employees at the beginning of the period, classifying them as high-growth enterprises as defined by the OECD (see section 2. 1). For 1,
equalling the Eurobarometer findings (see section 3. 2). 28 of these 59 companies had more than ten employees
when excluding micro companies with fewer than ten employees and large companies with more than 250 employees.
Other items with outstandingly high percentages may confirm this interpretation of the data. 83%of the highgrowth companies said that good coaching by external consultants was no reason for growth.
niche market (mentioned twice), word of mouth recommendation, employees, controlling, successful innovation marketing, extended distribution opportunities after being acquired by a trust (mentioned twice), withdrawal of competitors, severe winters. 167 Exhibit 6-1:
100 Favourable development of the business cycle Our company supplies to a growing market Themanagement targeted growth of the company Good coaching by external consultants Unproblematic access to growth finance Successful new
Policies for high-growth innovative SMES v1. 6 84 The findings for high-growth enterprises in total are similar to the findings for high-growth enterprises with 10-250 employees,
80 90 100 Favourable development of the business cycle Our company supplies to a growing market Themanagement targeted growth of the company Good coaching by external consultants Unproblematic access to growth finance
a) favourable development of the business cycle (b) Our company supplies to a growing market (c) the management targeted growth of the company (d) good coaching by external consultants (e) unproblematic access to growth
and industry experts and we will help you find the resources necessary for your success-no matter
The Accelerators are not consultants--they are coentrepreneurs who invest in the companies they work with.
Acknowledgements We would like to thank the experts who reviewed the exposé and interim draft of this Policy Brief:
Key definitions The OECD defines high-growth enterprises as firms with average annualised growth in employees or in turnover greater than 20%a year, over a three-year period,
and with ten or more employees at the beginning of the observation period. Gazelles are born newly high-growth enterprises not older than five years.
One group of experts argues that governments should do both, while others favour a policy focused on the most promising SMES.
An annual performance scoreboard of the EU is to include an item 3. 1. 3 High-growth enterprises (with more than 10 employees) as%of all enterprises,
(or by turnover), are enterprises with average annualised growth in employees (or in turnover) greater than 20%a year, over a three-year period,
and with ten or more employees at the beginning of the observation period. 4 A size threshold of ten employees is suggested to avoid the growth of micro enterprises distorting the picture.
but nevertheless have more than 250 employees. Animal metaphors have some popularity in literature about high-growth enterprises there is also the notion of gorillas for companies that grow quickly from small start-ups to large international players in high-technology markets. 7 In fact the notion of large
since the definition of gazelles includes for example new companies that grow from ten to 18 employees within three years reaching a size that does still not make much difference from a regional or national economy point of view.
defined as companies with less than 250 employees. Nota bene, the obvious consequence of high growth of SMES is that they soon turn into large companies.
) INNO-Grips case studies and case briefs Interviews with individual experts Expert survey Secondary data analysis OECD
Three expert interviews were conducted for this Policy Brief: One with OECD economist Jonathan Potter, one with US venture capital and innovation policy advisor Burton Lee,
and questions to non-growing companies about the reasons for not growing (see Annex 2). Guidance by an advisory board Two experts were charged with guiding the research for this Policy Brief,
These experts had agreed to review drafts of this policy brief and contributed to the workshop where the results were discussed.
including issues such as taxation, bankruptcy regulation, rewards for innovative employees, possible income limits, and regulations of sideline income (including equity shares in new companies) of entrepreneurial researchers.
including issues such as recognition for entrepreneurs and innovators, social acceptance of entrepreneurial failure, recognition of innovative and entrepreneurial activities of employees in large companies,
Share of high-growth enterprises (employment definition) in%of enterprises with ten or more employees 0123456789 10 Manufacturing*(2006) Services**(2006)* Mining and quarrying;
***Employer enterprises with fewer than 250 employees. Source: OECD (2009), p. 29. The picture is similar for gazelles.
many experts took a similar view, highlighting that Europe is largely lacking such opportunity-looking entrepreneurial spirit.
It is so costly to dismiss employees in Europe that entrepreneurs and company managers are extremely cautious about hiring. 34 However,
These 691 companies made up 4. 9%of new companies with more than 10 employees in 2006.
Acs and Mueller found that only start-ups with greater than twenty employees have persistent employment effects over time
The Group of Independent Experts concluded that Eurostars should not only be sustained but preferably its budget should be increased in the future.
and industry experts as well as support to find the necessary resources, above all funding and employees. Key elements of support include four workshops:
Each time the Accelerace team, made up of twelve employees, selects 10-15 companies to be supported.
says Accelerace senior management consultant Rebecca Scheel the applying companies need to be at the right development stage
the Accelerace team provides a short-list of candidate firms that have been vetted by at least two business consultants.
The investment committee is made up of several investors, industry experts as well as Symbion's CEO. The initial pitch to enter the programme resembles a typical investor pitch,
while the final pitch includes validated information for customers and industry experts, an actionable operational plan,
It also tracks baseline data for its performance, such as employees, revenue growth and number of customers.
The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
hiring employees and financing abroad as well as to cooperation in R&d, production and innovation activities with international partners.
Further related findings In a study for the European commission's Sectoral E-business Watch in 2009,42 experts responded to a survey which,
The sectoral focus is a facilitator as it drives to the involvement of stakeholders and experts with sectoral background and reputation.
or failure. 144 The experts consulted for this Policy Brief took different views. At the workshop related to this Policy Brief, Luc Hendrickx, Director for Enterprise Policy and External Relations at the European Association of Craft, Small and Medium-Sized Enterprises (UEAPME), suggested
shifting SME policies towards competitiveness and growth In Korea the SME sector, accounting for 99%of enterprises and 88%of employees, is considered as ensuring sustainable growth for the future.
Furthermore, a new category of mid-sized enterprises with 300 to 1, 000 employees is to be introduced for policy purposes.
is an enterprise with less than 300 employees and with sales less than 8 billion won (approximately 6. 6 million US dollar).
Whereas the government supports SMES with up to 300 employees with numerous measures, enterprises with more than 300 employees are regarded as large firms under strict government regulation
and cannot receive any support. As a result, many enterprises do not grow. Although the weakness concept is still dominant,
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
000 employees, responding to global competition and developing initiatives to foster hidden global champions. The introduction of policy schemes for supporting this group of enterprises will probably impact the Korean economy dramatically in the coming years.
or the number of employees in order to sustain the status of an SME and be applicable for government support.
Gazelles are defined as high growth firms which within a five-year period double in size to a minimum of 20 employees or to 10 million Canadian dollars (CAD) in sales or both.
but by the mid 1970s it switched to high tech SMES with up to 500 employees (mostly under 25 employees).
Another study by the SBA Office of Advocacy found that SBIR firms produced 13 to 14 times more patents per employee than did larger firms.
when compared with a matched set of non-recipient firms. 159 The SBIR is focused on SMES namely over 41%of respondents had 15 or fewer employees,
while about 15%had more than 100, for a mean of only ten employees. As expected very small firms had increased lower sales and employment with the best results for firms in the range of 15 to 25 employees.
Even though they had the data, the review did not assess the presence of high growth firms
Fostering employment of high-tech employees in SMES: the SME Agency introduced for the first time in 2010 a subsidy programme for SMES employing next-generation high-tech human resources.
Funding recipients should have less than 300 employees or capital below JPY 300 million. The majority of schemes target venture companies and SMES.
%or more in each of the previous three years and a size of more than nine employees at the beginning of the period, classifying them as high-growth enterprises as defined by the OECD (see section 2. 1). For 1,
equalling the Eurobarometer findings (see section 3. 2). 28 of these 59 companies had more than ten employees
when excluding micro companies with fewer than ten employees and large companies with more than 250 employees.
Other items with outstandingly high percentages may confirm this interpretation of the data. 83%of the highgrowth companies said that good coaching by external consultants was no reason for growth.
niche market (mentioned twice), word of mouth recommendation, employees, controlling, successful innovation marketing, extended distribution opportunities after being acquired by a trust (mentioned twice), withdrawal of competitors, severe winters. 167 Exhibit 6-1:
100 Favourable development of the business cycle Our company supplies to a growing market Themanagement targeted growth of the company Good coaching by external consultants Unproblematic access to growth finance Successful new
Policies for high-growth innovative SMES v1. 6 84 The findings for high-growth enterprises in total are similar to the findings for high-growth enterprises with 10-250 employees,
80 90 100 Favourable development of the business cycle Our company supplies to a growing market Themanagement targeted growth of the company Good coaching by external consultants Unproblematic access to growth finance
a) favourable development of the business cycle (b) Our company supplies to a growing market (c) the management targeted growth of the company (d) good coaching by external consultants (e) unproblematic access to growth
and industry experts and we will help you find the resources necessary for your success-no matter
The Accelerators are not consultants--they are coentrepreneurs who invest in the companies they work with.
'This'offers'new'possibilities'for'public'employees'to'coqcreate'a'working'environment'that'is'compatible'with'their'work/life'balance'aspirations.'
'In'this'sense,'the'skepticism'of'single'employees'is'also'a'barrier.''For'example,'in'the'Slovak'context,'this'has'been attributed'to'the'bureaucratic'attitude'inherited'from'the'communist'regime,'characterized'by'a'strong'aversion'to'change'and'innovation.'
employees'!'preferences! in! the! use! of! ecprocurement.''''Connected'to'this,'the'support'of'managers'in'arranging'training
'The'eventual'achievement'is'the'increase'of'both'employees''ICT'skills'and,'more'importantly,'the'change'of'organizational'cultures.'
, employees! and! teleworkers.!Within! this! general! framework! telework! relationships! can! be! then! arranged! in! autonomy!
employees'!'particular! needs,!, while! also! making! clear! arrangements! with! respect! to! the! time! that! has!
'According'to'a'grassroots'dynamic,'committed'employees'generally'design'telework'projects'in'autonomy, 'then'promoting'it'to'the'top'management,
''Top'management's'decision'whether'to'consent'employees'to'telework 'or'not'is'necessary,'of'course.'
employees! for! experimental! telework! and! providing! the! necessary! support! through! top! management's! guidance.!''European) Policy) Brief)#)5)))8!
employees! through! pilot projects;!this! may! attenuate! their! perception! of! risk.''5 8! Policy! recommendations! for!
for'modifying'governance'traditions'and'employees''preferences'in'the'use'of'eqprocurement.''7. Identify'a'pivotal!
'This'implies'the'establishment'of'clear'rules,'rights'and'duties'for'employers,'employees'and'teleworkers.'
'Organizations'can'then'discuss'the'most'appropriate'solution'in'light'of'employees''particular'needs, 'while'also'making'clear'arrangements'with respect to'the'time'that'has'to'be spent'at'the'employers''premises.'
among'employees'for'the'implementation'of'telework'experiments 'and'provide'the'necessary'support'through'top'management's'guidance.!
'8. Highlight'the'diffused'benefits'achievable'for'both'managers'and'employees'through'the'experimentation! of!
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