social welfare benefits paid directly to the employee and social welfare contributions paid on behalf of employees. 20 2. The county and regional level characteristics of GDP and R&d 2. 2. 3 FTE headcount of researchers by county Figure 16:
Number of researchers (FTE, 2011) Source: The National Innovation Office RDI Observatory's map imaging based on HCSO data.
There are approximately 17,000 employees in Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfás, 2009.
A particular challenge for the region will be to address skills development needs of those employees emerging from these sectors
A realistic plan with achievable targets can provide many benefits for employers, employees and to members of the wider community.
Tom Fleming, Consultant on creativity and economic development 7 Table of contents 1) Reinvent Europe through Innovation 2) Five propositions for action 2. 1) Broadening innovation:
I have had the opportunity to work at a large number of companies as an operational manager or a consultant.
We passionately believe that innovation is not a minor policy area for a small group of experts.
Tom Fleming, Consultant on creativity and economic development This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations for a new European innovation policy.
Evaluation always involves the participation of independent experts. Catalonia has acquired experience and best practices in evaluating the impact of R&i tools.
which will be carried out by independent experts. 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the evolution of monitoring indicators and conditioning factors in the environment.
Evaluation always involves the participation of independent experts. Catalonia has acquired experience and best practices in evaluating the impact of R&i tools.
which will be carried out by independent experts. 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the evolution of monitoring indicators and conditioning factors in the environment.
which had been adopted with the involvement of a large number of experts, were taken into account by the NEKIFUT working groups when making proposals,
a Working group consisting of national experts has also been created, which has a general decision-preparing role in every issue concerning research infrastructures.
and the experts of the NEKIFUT project in the prioritization of S3. In this regard the RI Working group compiled a shorter priority list professionally justified for Hungary,
In terms of S3, the RI Working group is particularly responsible for the preliminary assessment of the requests for connecting to certain foreign infrastructures with the involvement of experts
it has been a multi-stage process, primarily based on the evaluation of the Working groups of the three large disciplines (physical sciences, life sciences and social sciences and humanities) and external experts, the result
Scientific Adviser to The irish Government. The group was chaired by a senior industry figure. The process was managed by Forfás, Ireland's National Policy advisory agency,
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are set out in the Table 1 below. 14 Table 1:
16 Forfás and the consultants prepared detailed assessment of each of the proposed areas using a SWOT analysis based on the four high-level criteria and associated sub-questions.
Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
Scientific Adviser to The irish Government. The group was chaired by a senior industry figure. The process was managed by Forfás, Ireland's National Policy advisory agency,
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are set out in the Table 1 below. 14 Table 1:
16 Forfás and the consultants prepared detailed assessment of each of the proposed areas using a SWOT analysis based on the four high-level criteria and associated sub-questions.
Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
Meetings with experts, universities, research centres, clusters, companies, chambers of commerce Public consultation Advice and review from several consultative bodies with participation of social, education, trade union
/docoffic/official/communic/comm en. htm 8 Smart specialisation has also been advocated strongly by the Synergies Expert
'a Policy Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potocnik. 13 Firstly, a transition from an existing sector to a new one based on cooperative institutions and processes,
preparation, assessment (a review by peer regions and experts) and post-review follow-up. Stage 1:
During this preparatory stage, the representatives of the region under review prepare a review of their region's RIS3 in consultation with the S3 Platform team and experts.
representatives of the European commission and independent academic experts working in the field of smart specialisation. Following the peer review phase,
A key feature brought in by these European union-sponsored exercises was the introduction of external experts in this analytical phase.
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input,
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division of labour),
These types of analysis are conducted by experts who study the cases in close cooperation with cluster actors:
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website. For RIS3, foresight studies would ideally combine regional expertise with international expertise able to put regional assets in perspective with wider trends. 22 Neffke F. and Svensson Henning M. 2009
mind mapping) X XX X X X X X Expert panels XX X X X X X Delphi survey X X X
and external experts who can contribute to the benchmarking and peer review processes. Defining the scope of the RIS3 is crucial,
with a wide participation of actors and experts from within and outside the region. This needs to be communicated, understood and acknowledged:
and international experts who can offer benchmarking and peer review services, for example. Figure 1 exemplifies a number of organisations belonging to each of the previous categories,
of which is depicted by a different cell in the three-dimensional box of regions. results/outcome indicators classification scheme on the use of results/outcome indicators within a reformed Cohesion Policy adopted by the international panel of experts
and proposed for discussion to a wide regional audience (including national representatives as well as foreign experts at relevant points).
while evaluation should be carried out by independent experts, guided closely by those responsible for the policy.
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region
References Policy Recommendations of the High-level Expert Group on KETS (2011). 98 95 http://www. observatorynano. eu/project/96 http://www. proinno-europe
The importance of saving jobs in the EU's creative industries,'TERA Consultants, March 2010.
A group of experts from Member States currently working on the'strategic use of EU support programmes,
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation,
1 Northeast Region Smart Specialization Strategy Document prepared by Agentia pentru Dezvoltare Regionala Nord-Est November 2013 Consultant:
%and Neamt (25,3%)Counties, being positioned as the second place as hierarchy, from the perspective of the total turnover, irespectively on the first place as hierarchy, from the perspective of the total number of employees from all the processing industries
Online consultation with RDI experts and stakeholders proposals of promising R&i programs for each candidate field;
Large-scale online consultation of experts and stakeholders on the 90 R&i fiches quantitative evaluation, backed up by pro/con arguments;
/)Foresight-Expert pannels (http://www. cdi2020. ro/wp-content/uploads/2013/09/Componenta-paneluri-prioritati. pdf)- Methodology (http://www. cdi2020. ro/pachete-de
but both the public opinion and experts are divided about the best approach to the matter. Economically, the eight‘development regions'are very unequal in strength,
ensuring the involvement of a large number of experts and stakeholders, including representatives of the business community.
and defined gradually by groups of experts and stakeholders, on the basis of available evidence,
13 panels of 15-25 experts and stakeholders worked from this input as well as a large selection of data on the economic value added, on scientific collaborations and results, on societal needs,
The polarization among EU states is emphasized also by the fact that the retribution per employee increases more rapid than the economic development level,
We have argued in a recent study of ours that in the European union the share of R&d human resources in the total number of employees is correlated positively with the level of economic development (Lavric, 2013.
There is also another important aspect regarding the R&d human resources that consists in the fact that the retribution per employee increases more rapid than the economic development level
and execute projects. 3. Shaping the organizational culture in the direction of fostering creativity and collaboration among the employees.
financial incentives for employees to develop new ideas, job rotation of staff, multidisciplinary or cross-functional work teams,
nonfinancial incentives for employees and training employees on how to develop new ideas or creativity. 4. SMES should develop strategies that integrate R&d and innovation.
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006 and 2007 Cohorts Remaining in Business as of 2010)..45 Figure 34-Institutional framework
less than 10 employees, 10-50 employees, 50-250,250-1000 and more than 1000. The West region shows the second highest share of very big firms (more than 1000 employees),
and the third highest of large ones (250-1000). In this region, 3. 18%of the firms have more than 250 employees, against 3. 41%in all Romania, 4. 72%in Bucharest, 3. 46%in the Center and only 2. 75%in the Northwest.
And these large firms account for more than 62%of total turnover. Comparable figures for Romania as a whole and for Bucharest-Ilfov are 59%and 57%,respectively (Table 10.
Second, observations with tangible fixed assets to employee and value added to employee ratios greater (smaller) than three times the standard deviation from the upper (lower) quartile in the corresponding 2-digit sector
And Shares by Size Categories in 2010 (with%change between 2008 and 2010 in parentheses)% of firms with Region Nb. of firms<10 employees 10 50 employees 50-250 employees
250-1000 employees>1000 employees All 41, 852 31.24 48.42 16.93 2. 82 0. 59(-10.4)(-0. 5)(-11.5)(-20.6)(-18.0)(-15.4) Bucharest-Ilfov 9, 894 28.93
Region<10 employees 10 50 employees 50-250 employees 250-1000 employees>1000 employees All 5. 52 12.55 22.19 27.94
and the majority of these plants located outside the Western borders (64.7%)belongs predominantly to small firms (0-9 full time employees) producing chemicals
Out of Region Plant Size of Firms Headquartered in the West Region (2010) Size(#employees) Plants Percent 0-9 168 64.7 10-49 58 23.0 50
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006 and 2007 Cohorts Remaining in Business as of 2010) Source:
a well-developed labor market, producing highly skilled but relatively cheap technical experts; and a system of local R&d and innovation to develop prototypes
Large companies provide transportation for employees using company buses but this leads to increased production expenses and traffic congestion. 100.
and outside it. 53 and of their employees would make the region more attractive to potential investors.
Enterprise Ireland fully complies with Government policy on the pay of Chief executives and State Body employees and with Government guidelines on the payment of fees to Board members.
facilitate visits by outside experts); additional financing (identify new sources of financing, leverage relationships with local banks,
The center could be staffed by a core team of experts who would oversee the implementation of the action plan
and students all over the world or to increase the degree of specialization of employees at companies'level by developing programs of E training
Both for companies and employees broadband communications are meant to reduce the importance of localizing by allowing the establishment of offices in small,
and institutions intend to purchase a broadband connection at high speed transfer, this intention belonging to small companies for a value of 16-17%and at a smaller value than 9%for big companies with more than 50 employees.
education and security (preconditions-the degree of digital alphabetization of the population-%of employees with experience in using computers
Reactions of consumers, industry stakeholders and policy experts will help the Commission to decide whether to submit new proposals for legislation on universal service obligations in the telecommunications sector by the end of 2010.
since they represent about 90%of companies with approximately 60%of employees. Regarding the integration of procurement solutions in the European context,
Legislative proposal establishing a single framework of declarations regarding the nominal amounts due the employees and the general consolidated budget (single desk Law),
53,5 Staff using internet 42,7 43,8 Companies with website 66,6 67,0 Companies using digital signature 28,0 24,4 Employees who received ICT training 13,8 17,4 Net
38 The EU Smart Grids Debate 3 About the Author Ruggero Schleicher--Tappeser is independent consultant for energy policy and renewable energies in Berlin.
he started in 1976 to work as journalist and policy consultant for energy issues in Switzerland.
which an increasing number of experts are considering not to be the first priority. 12 Also the approach of the Smart Grid Task force of the European commission following the Third Energy Package seems to be restricted much more
four Expert Groups have delivered reports in 2011. While the mission started from a rather narrow focus on metering and directly grid--related services and functions
Vision and challenges Future global vision Meeting with EC's adviser Meeting with stakeholders. Selection of priorities.
PLANIFICACIÓN PARA LA ELABORACIÓN DE UNA ESTRATEGIA DE ESPECIALIZACIÓN INTELIGENTE PARA ASTURIAS 23 Expert Assessment of RIS3 strategy for the region of Asturias, Spain
Estadística sobre actividades en I+D. Expert Assessment of RIS3 strategy for the region of Asturias, Spain Miquel Barceló 3 Evolution of R+D+i in Asturias/Spain
%Employees per sectors in Spain (quarterly average) 2012 (3t) 2011 2010 2009 2008 Total 17.320,3 18.104,6 18.456,5 18.888 20.257,6 Agriculture 720,4 760,2 793,0 786,1
They are the metal sector, the food sector and the extractive industries, energy and Expert Assessment of RIS3 strategy for the region of Asturias, Spain Miquel Barceló 5 water.
Parque Tecnológico de Asturias, Llanera) Expert Assessment of RIS3 strategy for the region of Asturias, Spain Miquel Barceló 8 DATOS BASICOS FUNCIONES ALGUNAS CIFRAS
Información Universidad de Oviedo, ver web http://www. uniovi. es 13:00-18:00 Reunión de trabajo en el IDEPA Expert Assessment
Avanzados Universidad de Oviedo Fundación ITMA INCAR CINN Expert Assessment of RIS3 strategy for the region of Asturias, Spain Miquel Barceló 15 In my opinion, the priorities
PARA LA DIFUSIÓN DE RESULTADOS 7pm Asturias (IDEPA) Cienciatec. org Unidad de Cultura Científica (UCC) Canal UNIOVI2+D Expert Assessment
We have got a european RIS3 specialist consultant (Adrian Healy from Cardiff's University) to supervise the process.
Innovative Society and Security IT Services The next steps We are moving forward in the process with the help of a consultant.
of experts supported by the European Commission2, whose mission was studying the causes of a growing gap in R&d efforts between Europe and the United states and its impact on economic growth.
The number of innovative companies (with more than 10 employees) has been experiencing a downward trend since 2004 at both regional and national levels,
There are large differences in ICT equipment and usage in companies with more than 10 employees and companies with less than 10 employees (micro-enterprises and independent contractors),
In 2012, specifically, only 68%of companies with fewer than 10 employees had compared computers with 71.6%at the national level.
In the case of companies with more than 10 employees these percentages increased to 98%.63.7%of micro-enterprises
This figure rises to 97.1%for companies with more than 10 employees. There has been significant growth in recent years of mobile Internet access in companies,
Public sector innovation is not possible in a context where employees fear for their lot and where their energies are consumed by the dull compulsion of everyday life.
when they give talented employees what they crave above all namely time to indulge their own interests a form of social innovation that is urgently needed in the public sector. 6. 3 Civil society, users and citizens The involvement of civil society,
Social Innovation in the European union Report prepared by the Bureau of European Policy Advisers for the European commission.
Forinstance, in 1991,24. 2%ofmanufacturing firms initalyhadlessthan10 employees, comparedto13. 3%intheukand7. 8%ingermany (OECD, 1997.
Employees also acquire entrepreneurship skills through interactions with their co-workers, suppliers, clients and consultants on projects such as those to improve quality control methods or products.
These interactions often take place through interactions between SMES and providers of what are known as Knowledge Intensive Service Activities (KISAS).
I would like to thank the delegates, experts and Secretariat members for their contributions. I trust that this publication will provide inspiration to policy makers around the world and,
ENTREPRENEURSHIP AND INNOVATION OECD 2010 7 Acknowledgements The following experts comprised the Scientific Advisory Group that helped guide preparation of this publication:
Netherlands Karen Wilson, Senior Fellow at Kauffman Foundation and Director GV Partners, France Assistance in developing the Country Notes was provided by the following experts:
As well as gaps in external provision of entrepreneurship training, in-house training of employees by SMES is much less common than for large firms.
enterprises with less than 50 employees provide significantly less employee training than larger firms. This is even true for countries known for their strong training cultures
nevertheless provide a significant boost to the entrepreneurship skills of SME employees. This involves SMES bringing in outside firms
and consultants to help them implement change, for example in quality control, marketing or product development. Experts may be called on in a range of areas,
such as in research and development, legal, information technology, marketing and other knowledge-intensive activities. Their advice and joint work with SME workforces upgrades skills, increasing the ability of SMES to develop,
These skills are also critical to innovation by employees in existing SMES. The following recommendations are offered:
and consultants providing knowledge-intensive service activities (KISA), for example using innovation vouchers for SMES. Strengthen local skills ecosystems.
OECD figures for eleven OECD countries suggest for example that high-growth enterprises account for between only 2 and 8 per cent of all enterprises with 10 or more employees,
For example, for SMES, the use of knowledge-intensive service activities offered by consultants and other firms often brings new non-technological ideas into the firm with respect to business practices,
i e. comparing innovation rates per employee not per firm (Audretsch, 1995). On the other hand, there is a strong suggestion that SMES are associated particularly with bringing forward so-called breakthrough innovations.
using and interacting occurs on the job as employees face ongoing changes that confront them with new problems
but also through informal methods such as the creation of problem-solving work teams and engagement with external knowledge intensive service activity providers such as consultants (OECD, 2010a, forthcoming).
are enterprises with average annualised growth in employees greater than 20%a year over a three year period and with ten or more employees at the beginning of the observation period.
with average annualised growth in employees greater than 20%a year over a three-year period and with ten or more employees at the beginning of the period. 2. See also NESTA (2009). 3. The OECD/Eurostat Entrepreneurship
Information was collected by national experts and delegates to the OECD Working Party on SMES and Entrepreneurship and OECD Local Economic and Employment Development Committee.
number of persons engaged/number of employees. The dataset follows the International Standard Industrial Classification (ISIC) Rev. 3 for the classification of economic activities (see Annex 2. A1.
Also, innovation surveys typically cover firms with more than 20 employees, and therefore exclude micro enterprises.
to provide a referral service linking firms to experts within industries. 2. AUSTRALIA SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 49 Australia Notes:
facilitating access to external experts; and providing physical office space. Nine centres have been selected in two competitive tenders.
including with international experts. The budget for the whole intended programme life cycle amounts to EUR 77 million,
30 40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Firms within the group Government or public research institutes Consultants, commercial labs. or private institutes Lack of qualified personnel Difficulty in finding co-operation partners for innovation Lack of funds within enterprise or enterprise group Uncertain demand
60%50 Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
as well as in an increase of the qualifications of the employees taking part in the innovation processes of the beneficiary companies and public institutions.
40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
The funding is concentrated heavily on R&d in small businesses and covers more than one-third of R&d in businesses with less than 50 employees,
but less than 3%of R&d in businesses with more than 500 employees. Tekes directed approximately 26%of the total funding for businesses to the smallest enterprises employing less than ten employees, approximately EUR 75 million in 2008.
An additional EUR 10-15 million was directed towards SMES through projects in large businesses, which increases the SMES'share by 5-8%.The Ministry of Employment
which has been in operation for less than six years and with less than 50 employees, and willing to seek
The public sector provides incentives for experts, such as serial entrepreneurs, to become mentors and active developers in new ventures.
Such experts are positioned well to offer high-quality advice and contacts for start-ups to accelerate their growth and internationalisation,
or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 0. 5 1. 0 1. 5 2. 0 2. 5 2003 2008 Finland
60 80%SMES Large Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
The first, Culture of Entrepreneurship, aims at promoting entrepreneurship among university employees and students. Projects at universities and non-university research institutes can apply for financial support in the form of a non-repayable grant over a three-year period.
30%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Medium Large Small Consultants,
Competitors Firms within the group Small Medium Large Small Consultants, commercial labs. or private institutes Government or public research institutes 0 0. 5 1. 0 1. 5 2. 0 2. 5 2003 2008 Iceland
40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Firms within the group Small Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 0. 5 1. 0 1. 5 2. 0 2. 5 3. 0 2003
Funding recipients should have less than 300 employees or capital below JPY 300 million. The majority of schemes target venture companies and SMES.
30 40%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Examples include involving young scientists, technicians and engineers in research and development projects, engaging experts in R&d and commercialisation projects,
reworking employee structures, to incorporate design-led positions and integration between functional teams; and developing new branding and communication strategies.
design consultants and mentors, and external costs associated with prototyping. 2. NEW ZEALAND SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 87 New zealand A. Structural indicators on enterprise population, 2008 Number of enterprises Number
of employees Industry Services Total Industry Services Total%%%Micro 67 447 91.0 229 204 94.1 93.3 799 84 19.6 180 850
%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
30 40%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
new employees have been recruited in 76%of the projects (of these, 79%are employees with at least a master's degree in engineering);
over 90%are planning the market introduction of a new product developed in the project;
Suppliers Clients or customers Competitors Firms within the group Large Medium Small Small Medium Large Consultants,
In contrast, non-labelled firms are performing better than label firms with respect to product characteristics, customer orientation, competitive position, employee satisfaction,
Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 0. 5 1. 0 1. 5 2. 0 3. 0 2. 5 2003
activities 0 10 20 30 40%Universities or HEI Firms within the group Suppliers Clients or customers Competitors Small Medium Large SME Large Consultants,
Like the previous programme, TIP also subjects funding proposals to rigorous vetting by both technical and business experts,
and cost sharing. 2. UNITED STATES SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 107 United states A. Structural indicators on enterprise population Number of enterprises, 2005 Number of employees, 2004
employing over 5. 2 million employees. The industrial value added generated in these development zones accounted for 8. 95%of the total value added of the whole country.
from least to most restrictive A. Breakdown of value added by firm size class, 2003 Size class of employees C. Administrative burdens on start-ups, 2008 Index scale of 0
or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 5 10 15 20 25 30%Lack of qualified personnel Lack of funds within enterprise or enterprise
The Foundation has invited about 4 000 Russian scientists in various spheres to work as experts.
AND INNOVATION OECD 2010 123 Russian Federation A. Definition of SMES Size Employees Annual turnover Micro 1-15 Up to 1. 7 million euro
. Growth in the number of employees in SMES, 2001-2007 Thousands of people D. Barriers to entrepreneurship, 2008 Index scale of 0-6 from least to most restrictive E. Administrative
these focus on improvement of research experts in the business sector. Besides the traditional programmes to support young researchers and young researchers from the business sector, the Public Agency of the Republic of Slovenia for Entrepreneurship and Foreign Investments (PAEFI) has two main programmes:
or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
compulsory social security M. Education N. Health and social work O. Other community, social and personal service activities P. Private households with employed persons (ISIC Rev
In Table A, for Number of enterprises and Number of employees, Industry includes ISIC Rev. 3 categories C, D, E,
and F. Services includes ISIC Rev. 3 categories G h i and K. For number of employees,
good quality of infrastructure and other facilities, proximity to natural resources that are key to the production process, a better match between employers and employees or buyers and suppliers, etc.
and links to external experts (see Austria's Country Note). Interactive learning networks boost SME innovation and need to be stimulated.
and linkages to more technologically advanced firms or business experts (see Australia's Country Note).
which means that micro firms with less than ten employees may be excluded largely from this database. The value of the ORBIS database for territorial analysis rests on the possibility to rearrange firm-level data according to detailed company location.
turnover per employee; growth rates according to turnover, value added or employment; productivity growth. Profitability indicators, e g. profit margin;
turnover, employees, value added) by classification variables (economic activity, firm size and location. Such a deviation potentially generates biased economic indicators.
Across OECD countries, employees of SMES participate in formal training activities to only half the extent that staff in large firms do (OECD, 2010b, forthcoming.
ENTREPRENEURSHIP AND INNOVATION OECD 2010 171 Vocational education and training Vocational education and training (VET) is a type of task-oriented technical education widely used to prepare future self-employed entrepreneurs and SME employees.
Traditional apprenticeship programmes aim to train skilled employees and do not explicitly train entrepreneurship skills,
Schemes such as training leaves are taken not fully up by employees. Participation in voucher-type schemes is high among employees,
but on average only 50%of the amount of finance available for training is used and there is a low participation from micro and small enterprises and from unskilled, semiskilled and older employees.
Training packages and apprenticeship schemes have been very successful in some countries as employers use the national qualification system to upgrade the skills of their workforces.
In addition, there should be transparency and clarity of objectives and information to both employers and employees and provision of standardised accreditation.
understand the roles, rights and responsibilities of individuals as employees, managers, employers, entrepreneurs, investors, customers and global citizens;
Examples are regular programmes to train new employees or potential team leaders and project management and foreign language language training (Markowitsch and Hefler, 2007).
Across the EU-15 countries, data from the Eurostat Continuing vocational training Survey show that employees in enterprises with less than 50 employees receive significantly less in-company training than employees in larger firms.
In terms of annual volume of hours spent by employees in training, the average in firms with less than 50 employees is about half that of large firms with 1 000 employees and more,
and about two-thirds of the average of all firms. In some countries a relatively high proportion of small firms with between 10 and 49 employees provide some formal training for their employees:
Denmark (48%),Finland (38%),The netherlands (36%),Sweden (51%)and the United kingdom (35), %but even here the participation rates are much smaller than for larger firms (Denmark 56%,Finland 62%,The netherlands 42%,Sweden 68%,United kingdom 52%).
%The participation rate in these countries for large firms of at least 1 000 employees is much higher (Greece 33%,Hungary 26%,Italy 52%,Poland 46%,Portugal 43%,Spain 46
The result is that employees of small and micro firms can miss out on any type of training beyond day-to-day informal learning on the job.
Such an emphasis on employee-driven learning and trial-and-error behaviour can obviously be detrimental to both the firm and the employee. 4. ENTREPRENEURSHIP SKILLS SMES
This provides an opportunity for employees to learn from others in different companies. In addition to enhancing SMES'efficiency, innovative potential and growth prospects,
undertaken in collaborations between SME employees and external professionals or in SME employee work groups (OECD, 2006;
KISA projects can be undertaken by SMES with outsiders such as business consultants, clients and suppliers in the firm's network and/or value-chain,
and work with its employees in pursuit of new or improved solutions to current needs of the firm at the same time increasing the skills, knowledge and competencies of employees in significant ways.
for example to improve work processes (such as quality control, marketing and product development) with SME employees learning from or together with their co-workers.
Working with engineers also helps routine employees to further analyse their own activities and how they can better be performed (Martinez-Fernandez, Receretnam and Sharpe, 2007).
and by employees usually classified as working in lowknowledge intensity tasks. KISAS are still a relatively unexplored area
These activities are performed largely in-house with external actors such as business consultants or other professionals from the SME's network and/or its value chain.
One of the reasons is the opportunity that on-the-job training gave to novice entrepreneurs to discuss work problems and test out solutions with real entrepreneurs and experts.
external to the firm, provided for owners and managers of independent enterprises with 250 employees or fewer,
or external consultants that work with the business owner or managers to think about processes, business models or solutions to specific problems.
Although training can in principle be provided by experts from other countries or regions, it tends to be seen as a local resource by both enterprises and employees.
This, and the positive effects of local networks and connectivity in achieving the vitality of local economies,
and entrepreneurship development training programmes for owners, managers and consultants in business planning, financial services, ICT and marketing.
increase transparency and clarity of objectives and information to employers and employees; give standardised accreditation.
and other approaches to support the integration of new employees and the development of potential team leaders;
there are 15 000 social enterprises employing 350 000 employees, serving 5 million users and with an economic turnover of EUR 10 billion.
The main conclusion to be drawn is that the social economy in Europe is very important in both human and economic terms, over 11 million paid employees,
and pay between 5%and 20%of salaries in the Palmas currency to those employees who live in the neighbourhood.
The meeting gathered a number of experts and social innovators and concrete examples of existing social innovations were discussed.
and consultants providing knowledge-intensive services activities, such as through innovation voucher programmes for SMES. Strengthen the contribution of local skills ecosystems to entrepreneurship and SME development through greater engagement of employers,
Small and medium-sized enterprises (SMES) Non-subsidiary, independent firms which employ less than a given number of employees.
The most frequent upper limit designating an SME is 250 employees, as in the European union. However, some countries set the limit at 200 employees,
while the United states considers SMES to include firms with fewer than 500 employees. Small firms are considered generally those with fewer than 50 employees
and micro firms have at most 10 employees. Financial information on turnover or balance sheets can also be used to define SMES.
Social economy The ensemble of entities that explicitly have both an economic and a social mission.
These can include associations, cooperatives, mutual organisations, foundations and more recently social enterprises. This type of economy is regulated essentially by the stakeholder principle,
Spin-off A new firm that is created by a former employee of a company (i e. corporate spin-off) or by researchers, teachers or students of a university (i e. university spin-off.
Overtext Web Module V3.0 Alpha
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