Conversely labor market sectors which require lower skill sets have seen employee's terms and conditions become increasingly precarious (Cappelli 1993).
They are the experts on their own lives. At a more theoretical level it also suggests the need to challenge the orthodoxy within the functionalist managerial literature that often implicitly accepts the neoliberal paradigm (see for examples the critiques of Dey and Steyaert 2010 and Curtis 2008.
which is used by the administrator to manage the company information, owner information, employee information, income and other financial information about the company.
and verified by a panel of experts include human, financial, physical (equipment and space), and intangible/intellectual resources and are offered as part of the content services to registered users to improve innovations success (Lea et al.,
This stems from creative, innovative, entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision.
& employees about health Extra investments generated outside the UK to improve services at local hospitals in the UK New forms of care delivery:
Although ICT experts disagree on how big the future skills gap in the sector will be,
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation.
the ICT sector will be in a desperate need for skilled workers, according to experts. But how big the skills gap will be is impossible to forecast in an ever-changing business environment.
but in general, a better support ecosystem has to be promoted across the EU, experts claim. We need that whole support infrastructure, mentors, access to finance.
experts warn. As researchers from the Belgian university KUL stressed in a study recently, high-tech education is increasingly becoming key in every single aspect of society,
To be sure, employees are being given general purpose tools that may be and often are useful for devising new ways to perform their Work at the same time, however,
In any case, it is expected now that a modern organization will provide reasonably sophisticated information technology as part of the office equipment to which every employee is entitled.
with only about a fifth of the workforce time in large service sector firms providing data communications network links with employees'homes,
19 september 2013 1 Survey on ICT and Electronic commerce Use in Companies Year 2013 First quarter 2014 Main results-98.3%of Spanish companies with 10 or more employees
-The percentage of companies with 10 or more employees using mobile broadband rises four points,
standing at 78.3%.-91.1%of companies with 10 or more employees interact online with the Public Administrations in 2013.
or more employees due to electronic commerce reached 15.1%of the total sales in 2013, that is, 6. 7%higher than in 2012.98.3%of Spanish companies with 10 or more employees had an Internet connection in the first quarter 2014.
Moreover, the use of computers has expanded to almost the entirety of these companies (99.2%).%)In turn, 87.3%had a Local area network (LAN) installed,
In those with 250 or more employees, this percentage reached 95.7%.%Percentage over the total number of companies with 10 or more employees Number of employees TOTAL 10 to 49 50 to 249 250 or more%of companies with-Computers 99.2 99.1 99.5 99.8-Local area network
87.3 85.9 95.0 97.7-Wireless Local area network 61.9 59.5 74.2 81.1-Internet connection 98.3 98.2 99.1 99.8-Mobile telephony 95.3 94.8 97.8 99.4
38.0 37.5 39.5 47.0%of companies with an Internet connection and website (1) 75.8 73.4 87.5 95.7%of companies that provide their employees with portable devices that allow a mobile connection to the Internet for business
2 54.6%of companies issued their employees with portable devices, enabling connection to the internet for company use. 36.4%of these were laptop computers,
Employment and ICT training 25.1%of companies hired ICT experts and 11.1%hired new experts in 2013.
For companies with 250 or more employees, this figure reached 59.8%,that is, six points over that of the last year.
Evolution of ICT use in companies with more than 10 employees ICT use in companies with more than 10 employees had an uneven behaviour between the first quarter 2013 and the same period of 2014.
Evolution of the use of ICT in companies larger than 10 employees 71.6%73.6%90.4%98.5%75.8%78.3%91.1%98.1%0 25 50 75 100
or more employees with an Internet connection accessed it via a broadband solution (fixed or mobile).
or more employees and an Internet connection First Quarter 2014 Number of empoyees TOTAL 10 to 49 50 to 249 250 or more Broadband (fixed or mobile) 99.9 99.8 100.0 100.0 Fixed
or more employees via their website were company introduction (90.5%),privacy policy statement or certification related to website security (65.2%)and access to catalogues and price lists (52.8%).
%)Services available on the website Percentage over the total number of companies with 10 or more employees and an Internet connection First Quarter 2014 Company introduction 90.5 Privacy policy statement or certification
%)Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues.
Use of Cloud computing solutions by companies with 10 or more employees At the beginning of 2014 15%of companies used Cloud computing solutions.
%and/or it was not necessary for developing their business (45.9%).5 ICT use by Autonomous Community Companies with 10 or more employees
Cataluña Asturias, Principado de Mobile broadband Internet and website 7 E-commerce Sales via e-commerce by companies with 10 or more employees 17.8%of companies with 10 or more employees carried out
graphic arts and reproduction of recorded media (25.2%)and Retail trade (23.7%)Sales via e-commerce represented 15.1%of the total sales made by companies with 10 or more employees,
or more employees 28.5%of companies with 10 or more employees made purchases via e-commerce during the year 2013.
%)Purchases via e-commerce represented 21.7%of the total purchases of companies with 10 or more employees,
Poland, Portugal, Romania, Slovenia, Slovak Republic, Sweden and United kingdom. 8 Performance of the percentage of companies with 10 or more employees that carried out electronic commerce (2008-2013) Percentages calculated over the total
and sales made via ecommerce by companies with 10 or more employees (2008-2013) Millions of euros 163,739 156,607 174,022 183,396 182,947 195,405 160,319 168,864 167,935 187,596 183,110
of the volume of purchases and of the volume of sales carried out via e-commerce by companies with 10 or more employees (2009-2013)- 4. 4%11.1%5. 4%-0. 2%6. 8%5
with 10 or more employees (2008-2013) ) 13.8%15.5%15.6%19.1%20.3%21.7%9. 6%11.5%11.5%13.7%14.0%15.1%05 10 15 20 25 2008 2009
%of the total sales ICT use in companies with fewer than 10 employees 72.3%of companies with fewer than 10 employees had computers,
Regarding communications, 76.5%of companies with fewer than 10 employees used mobile phones, compared to the 74.6%of the previous year,
%ICT infrastructures in companies with less than 10 employees Percentage over the total number of companies with less than 10 employees First Quarter 2013 First Quarter 2014%companies having:
and website/webpage (1) 29.3 28.7 (1) Percentage over the total number of companies with less than 10 employees and an Internet connection Evolution of ICT use in companies with fewer than 10 employees
ICT use also had an uneven behaviour in companies with fewer than 10 employees between the first quarter 2013 and the same period of 2014.
This study has targeted 15,043 companies with 10 or more employees, and 10,618 companies with fewer than 10 employees, located in Spain and belonging to sections C, D e f, G h i, J, L, M, N and group 95.1, according to the National Classification of Economic activities
(CNAE-2009). The sample was designed to offer results by branch of economic activity and by Autonomous Community.
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of resistance to change:
Organizational change always causes changes in different proportions in employee tasks and how to do. In situations where employees do not have the knowledge to achieve them
it is likely that these changes seek to avoid or to reduce as much. disrputions on networking system Disruption of the person within the organization.
Each employee is integrated in a micro office in the organization, being in some work and personal relationships with other people.
When the employee is satisfied with it, and the change will affect the relational context and position within it,
The employees who develop different perceptions of the objectives content, implications and effects of change,
Employees who fall into this category-Quantitative Methods Inquires 109 and they are not few-will always tend to block change,
perceived by employees and other stakeholders, their resistance to change will be more intense. lack of leadership.
employees will manifest insufficient responsiveness, passivity and even resistance to expected changes. The leader is a driving force for successful change. organisational culture.
team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change.
and therefore it is likely that employees feel vulnerable in several respects (risk taking, committing mistakes,
According to the American consultant J. Kotter 9 differ tangled emotions that occur change as anger, pessimism, arrogance, pride, cynicism, panic, fatigue, distrust,
i e. employees must be shown opportunities and threats in a convincing manner and particularly the EU would achieve it aware of the need for change
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone interviewing.
and disproportionally stratified across four size classes (0 9, 10-49,50-249 employees)( official EU classification of SMES) and>250 employees.
Enterprises with less than 10 employees (micro-enterprises) were excluded not since they generally have limited identifiable innovation activities
in order to simulate accurately the conditions of Romanian economy. 0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34 27%50
1. 2%-0-9 employees 27%10-249 employees 50%50-249 employees 19%over 250 employees 4%Dimension of analyzed companies
(employee criteria) 0-9 employees 10-249 employees 50-249 employees over 250 employees Private limited by shares 99%Public limited company 1%Sample
Measuring resistance to change the categories of employees 72,28%of mid-level and high level managers have positive reactions to change,
the remaining 39,82%saw the change as a threat Manifestations of resistance to change Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to change-actions of senior managers on change Reducing resistance
to change was obtained negotiation with employees reluctant to change (21,5%Staff training (21,2), %Providing information needed for the adaptation of change (12,85%),Managers personal involvement in change management (18,8),
Preparatory measures (changing organizational culture and conducting training with employees) are vital Success is the approach;
may often use external experts to run assessments, as well as the development of interventions, due to the possible lack of expertise and thus results in the potential issues of the expertise remaining outsourced and increased costs.
as they are experts of their own lives. This tacit knowledge that citizens hold is often critical to the innovation process.
if we only look to experts with similar perspectives and heuristics, then they are likely to‘get stuck in the same places,
Bureau of European Policy Advisers. 2010). ) Empowering People, Driving Change: Social Innovation in the European union.
Bureau of European Policy Advisers. 2010). ) Empowering People, Driving Change: Social Innovation in the European union.
Bureau of European Policy Advisers, European commission. Available at: http://ec. europa. eu/bepa/pdf/publications pdf/social innovation. pdf
The main indicators, namely R&d investment, net sales, capital expenditures, operating profits and number of employees are collected following the same methodologies
%7. 1 One-year change,%9. 6 Number of employees, million One-year change,%48.471 1. 5 Note:
%9. 8 11.7 13.9 5. 7 Employees, million 18.357 11.138 8. 206 10.770 One year change,%1. 1 3. 0
. 4 2. 2 1. 4 2. 2 2. 2 Profitability 15.4 6. 6 6. 6 3. 4 10 6 Employees
%5. 1-77.3*-0. 4-1. 8 1. 0*Many South korean companies do not report number of employees.
The distribution of employees by region was 18.357 million in the 527 companies based in the EU, 11.138 million in the 658 US companies, 8. 206 million in the 353 Japanese companies and 10.770
million in the 462 companies from other countries (1827 out of the 2000 companies reported number of employees.
The figures refer to a set of companies that reported number of employees over the whole period 2004-2012
and are broken down into groups of industrial sectors with characteristic R&d intensities (see definition in Box 1. 1). The following points can be observed regarding the changes in number of employees in the period 2004-2012 (figure
It is important to remember that data reported by the Scoreboard companies do not inform about the actual geographic distribution of the number of employees.
20 2012 2004 2012 2004 2012 2004 2012 2004 Row-181 Japan-320 US-433 EU-361 employees (millions) world
And Chemistry World reported last July that Eli lilly is freezing the pay of its employees in 2014 to save money ahead of the expiry of two key patents
Table 5. 1 Overview of the Scoreboard companies in the Pharmaceuticals & Biotechnology sector EU US Others World Biotechnology No. companies 18 66 5 89 Employees
400 R&d intensity(*)17%25%9%23%Profitability(*)13%28%24%26%Pharmaceuticals No. companies 40 33 52 125 Employees 596,006
It is disclosed in accounts as additions to tangible fixed assets. 8. Number of employees is consolidated the total average employees
or year end employees if average not stated. 82 The 2013 EU Industrial R&d Scoreboard The 2013 EU Industrial R&d Investment Scoreboard 83 Annex 3 Composition of the top
R&d investment Net sales Capital expenditure Operating profit or loss Total number of employees Main company indicators (R&d intensity, Capex intensity, Profitability) Growth rates of main
European commission JRC-IPTS (2013) Similar to our previous surveys, the companies in the sample were on average very large, with an average turnover of €16 billion, 33,000 employees,
and 1, 800 employees in R&d. Among the respondents, there are 8 medium-sized companies mainly in the high R&d intensity sectors.
Out of the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5, 000 and 30,000 employees and 44 more than 30,000 employees.
Will Dearth of Experts Starve German Economy? Der spiegel, 19 april 2013, http://www. spiegel. de/international/business/lack-of-skilled labor-could-pose-future-threat-to-german-economy-a-894116. html country (number of statements
Average turnover and employee numbers for the responding companies, by sector group Note: The figure refers to 153 out of the 172 companies in the sample.
European commission JRC-IPTS (2013) The average net sales and employee numbers in the figure are inversely proportional to the R&d intensity of the sector group.
The average number of R&d employees is considerably larger in the high and medium than in the low R&d intensity sector.
This is the result of the high share of R&d employees in large companies that responded from technology, hardware & equipment and pharmaceuticals & biotechnology (high R&d intensity), automobiles & parts, industrial engineering,
33,000 employees, and 1, 800 employees in R&d. Among the 172 respondents there were 8 medium-sized companies mainly in the high R&d intensity sectors (according to the European commission's SME definition,
see: http://ec. europa. eu/enterprise/enterprise policy/sme definition/index en. htm). Among the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5,
000 and 30,000 employees and 44 more than 30,000 employees. 01 000 2 000 3 000 4 000 0 10 000 20 000 30
000 40 000 50 000 high R&d intensity medium R&d intensity low R&d intensity number of R&d employees net sales (in million €
) or number of employees sector group average net sales (left scale) average number of employees (left scale) average number of R&d employees (right scale) 38 The 2013 EU SURVEY on R&d Investment Business
Trends 3838 39 39 3939 The 2013 EU SURVEY on R&d Investment Business Trends 8 Annex B:
+34.95.448.83.80 51 See the Privacy Statement on the last page 40 The 2013 EU SURVEY on R&d Investment Business Trends 4040 A. Corporate background 1. How many employees in total
Around. 2. How many employees work on R&d in the company? About. B. R&d investment levels and trends 3
Aswediscussed in theprevioussection, oneoftheinternalfactorsshownto be amongthemostimportantdeterminantsofinnovative activityforsmesisahighincidenceofhighlyqualified employees (Hoffmanetal. 1998). ) Thesehighlyqualified employeesrepresenttheknowledgebaseofthecompany, which isasourceofideasfornewproductandprocess development.
2002) also considertheproportionof all highly educated employees. Literatureshowsthathighlyeducated employeespositivelyaffectfirm'sinnovativecapability, so we alsoexpecttofindthatforatransitioneconomythe proportionofhighlyqualifiedemployeesinsmeshas positive influenceoninnovativecapability.
employees wecomputethisratiofor2001and2003andthentaketheaveragenumber S. Radas, L. Boz ic'/Technovation29 (2009) 438 450 442 (Hadjimanolis, 1999), weincludevariable implementation of neworsignificantlychangedcorporatestrategy (Table 3). We considermanagement'sstrategiesbecauseaspointed out in Freel (2000) innovation, beingacomplexand inclusiveprocess, requiresaneclecticbaseofmanagerial competency, andmanagerialdeficienciescanpresenta seriousobstacleforinnovation.
Thisisunderstandablesinceradicalinnova-tions requiresubstantivecreativeeffort, whileintroducing productsthataresimilartothosealreadyexistingonthe market doesnotrequireasmuchoriginalinputfromfirm's own staff (i e. theworkcanbecompletedbyless-skilled employees. Itismoresurprisingthatproportionofhighly educated staffisnotasignificantpredictorinprocess innovation.
and politicians as well as security and trust experts. 4 Survey of Work on Social and Economic Tussles as Highlighted in FP7 Projects In this section, SESERV looks at specific projects in the FP7 Future Networks project portfolio,
and the Future Internet research community by offering selected services to FP7 projects in Challenge 1. SESERV provides access to socioeconomic experts investigating the relationship between FI technology, society,
For instance, an employee (Alice) changing group membership at the command of her manager (Peter) can be formalized as:
Customer employees can access their respective data and systems (or parts thereof) but cannot access infrastructure
Due to the corresponding logging, the security auditors can later determine which employee has held what privileges at any given point in time.
The goal is to minimize the set of trusted employees for each customer through implementing a rigorous least privilege approach as well as corresponding controls to validate employee behavior.
and to limit the risks imposed by misbehaving cloud providers and their employees. Acknowledgments. We thank Ninja Marnau and Eva Schlehahn from the Independent Centre for Privacy Protection Schleswig-Holstein for substantial and very helpful input to our chapter on privacy risks.
Cloudsourcing-the cloud sparks a new generation of consultants & service brokers (2010), http://www. processor. com/editorial/article. asp?
From the close interaction with the experts in the field, we derived an approach for the evaluation based on the feedback of the citizens and also of the operators (with focus groups and periodic interviews) in terms of:
when the role of ICT experts will be reduced substantially. To this end, we wish to propose three grand research challenges.
handing it over to business experts. To this end, the ICT domain needs to push forward the implementation of future ES development environments,
specifically conceived to be used directly by business experts. Such development environments will be based on an evolution of MDA,
interfaces will foster new development environments conceived for business experts to directly intervene in the development process.
This GRC requires, again, a strategic synergy between ICT and business experts. Together, they need to cooperate in developing a new breed of services, tools, software packages,
In particular on the first and the second GRC that concern the development of new FINESS capable of offering to the business experts the possibility of directly governing the development of software architectures.
where business expert can directly manage a new generation enterprise software architectures. Cloud computing represents an innovative way to architect
since it is built by business experts by using Enterprise Systems/Architectures (including Business Process) Engineering methods
S3 FINES Redesign System This system is used mainly by business experts who, once identified the area (s) where it is necessary/suitable to intervene,
This task is achieved by using a platform with a rich set of tools necessary to support the business experts in their redesign activities that are,
Future Internet Enterprise Systems 415 5. 1 A Business-Driven FINES Develpment Platform In order to put the business experts at the centre of the ES development process, we foresee a platform
Then, business experts supervise and complete the work. This approach represents a marked discontinuity with the past,
since a FINES will be engineered directly by business experts and not by IT specialists. In fact, business experts will be able to select
manipulate, and compose FINERS at best, since they know better than IT specialists what the different business entities (represented by FINERS) are,
(ii) the mirroring of the real world business entities,(iii) the full control of the architecture by the business experts. 6 Conclusions At the beginning of the 80s,
Smart cities have been pointed recently out by M2m experts as an emerging market with enormous potential,
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).
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.
the roles of economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30,1265 1285.
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.
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