Morrell Fellow of the Berkman Centre, Researcher, Institute of Govern and Public Policies (AUB) Gohar Sargsyan Adviser and founding member, OISPG;
Consultant Logicadaniel Kaplan Founder and CEO, The next-Generation Internet Foundationsimona Levi Founder, Forum for the Access to Culture and Knowledgemarkkula Markku Committee of the Regions, Rapporteur Europe
Secondary sources were used to understand the position and significance of the organisations whilst other key players, such as DSI experts,
A number of informal interactions were conducted with the entrepreneurs/practice leads, their employees, and relevant DSI communities.
and transparency by supporting journalists and other experts to access information and report key stories.
and number of employees. New clustering and categories will then emerge from the empirical data.
and share it in a peer-to-peer manner rather than via a top-down hierarchy controlled by experts or some other appointed group.
A commission of independent experts involving both grassroots activists and government employees gathered from across the city,
each with a track-record of success in their particular neighbourhoods, would be more effective than so-called independent private contractor in determining how to best unify a website that can provide access to information about public resources in the city.
This commission of experts should not simply solidify their position as experts in creating websites,
so that the public service workers in London can maintain their own website without again gathering all the experts from the various boroughs
This will be conducted using interviews with experts, which identify the main failures and shortcomings. These shortcomings will be matched with the design methodology
and who hire the founders as consultants. What were the main barriers to innovate? Many questioned if it would be possible to forge a sustainable business model considering the entire basis for Arduino relies upon open source technologies (in fact,
This global organisation is run by a small, highly-skilled online team of 11-50 employees,
Good results in terms of applications that solve problems need the input of domain experts. Generic coding skills lead to beautiful visualisations, not more.
A lot of effort is spent is connecting data owners, technicians and domain experts. This pays off in the end.
but by supporting independent miners and manufacturers who guarantee basic standards to their employees. On November 13 2013 Fairphone announced that it had sold the first batch of 25,000 smartphones,
out of its 227 employees there are virtually no managers, and staff are given a great degree of autonomy in choosing the types of projects they wish to work on;
and innovation are contingent upon employees investing themselves in the projects they commit themselves to.
The code for the informational part of Healthcare. gov the frontend of the site was written by a Washington, D c. startup (Development Seed) and a small team of consultants.
and private businesses and corporations who want to engage their employees in making strategic decisions. At its simplest the process of using Liquid Feedback can be described as follows.
or meet the experts of the City of Vienna, as well as an online forum. In 2012 two participation projects based around ideas of‘collaborative democracy'took place:
Schwedenplatz (where citizens came together with experts as part of a design competition organised by the City of Vienna to draft a mission statement to regenerate the Schwedenplatz area.
and active comments have been asked for from countless experts and copyright organisations. A number of factors surrounding copyright law in Finland demonstrate how it is an example of an initiative likely to gather the critical mass necessary for it to be voted on in parliament.
Having been reviewed by these volunteer experts the Open Ministry's law proposals are more compatible
and to provide collaboration tools that enable citizens to develop their ideas into actual law proposals with the help of volunteer experts.
just as volunteers make up a body of relevant experts who can offer consultative campaign and legal advice to transform potentially good ideas into viable proposals to be debated on in parliament.
and collaborate in partnership with voluntary legal and campaign experts. The Open Ministry also encourages users to sign
Almost all employees of Peerby own a piece of the company through stock options and through these have a direct stake in its successes and failures,
Later on Ray Ozzie a data expert based in Boston joined the conversation when the question of how to release
In the second half of 2012, discussions started within the Expert Group on ECOMMERCE9 about the modalities of the pilot project.
Two experts'workshops on N&a procedures. Participants in these workshops, working e g. for hosting service providers
A workshop with ADR experts took place in Brussels on 28 february 2012. The Commission services also met bilaterally with stakeholders.
They need specialised employees who can build, maintain and further develop their online business and,
and for business to have qualified employees. Recommendation 15: Consumers and the commerce sector are need in of e-skills to shop and trade online.
%since the start of the initiative and recruited more than 100 employees. www. shields-e. com Good practice examples The Footprint Chronicles:
consultants or can be completed by other technical or business functions as part of other responsibilities. In smaller companies design, market research and R&d may be integrated fairly closely.
diverse concepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented. Choose whether to pursue patents to protect the novel function,
do need you to set up a partnership with consultants or companies that posses this expertise? do need you to train yourself
, innovation experts and eco-innovative cluster organisations. Among many support schemes it has one that helps SMES with developing
Spain France Contributions to value added per employed person, in percentage points 1990 95 1996 2002 Source:
or implementation 23 Lack of ICT skills in workforce 22 Employee resistance to change 22 Other 3 The Economist Intelligence Unit 2004 17 Reaping the benefits of ICT Europe
and to give users (employees, suppliers and customers) the confidence to use them. Elie Simon, president EMEA of Sun microsystems, believes regulators must seek to develop unified security standards to protect Europe's network infrastructure.
or support third-party initiatives to improve managerial and employee skills in ICT use. This is particularly relevant to staff in SMES,
quality circles and other mechanisms to promote employee involvement in decision-making; greater informationsharing; a more imaginative use of monetary incentives and other rewards;
or implementation 23 Lack of ICT skills in workforce 22 Employee resistance to change 22 Other 3
%respondents) Improved management information 51 Communication and collaboration between employees 48 Customer relationship management 33 Integration of existing data/technologies 33 Remote/mobile working 23
%respondents) Improved management information 47 Customer relationship management 41 Communication and collaboration between employees 32 Supply chain integration 31 Integration of existing data/technologies 29
. and Cambridge, UK Copyright 2015 RAND Corporation R is a registered trademark. 3 Abbreviations BEPA Bureau of European Policy Advisers EGDI e-government development
which was harnessed through a Delphi with international participants as well as through a series of semi-structured interviews with experts from academia and think tanks,
In 2012, the Bureau of European Policy Advisers (BEPA) commissioned RAND Europe to investigate further the theme of societal changes by drawing from the experience of the pilot project,
which stand in contrast to the consensus. The second phase of the research (expert consultation) harnessed the knowledge of leading experts worldwide for each of the themes studied through an approach based on the Delphi method.
Schummer 2010). 1 Experts consulted in the Delphi 1 Castells (2011) defines the network society as‘an informational society with networks serving as the basic structure of organisation pervading all spheres
Bureau of European Policy Advisers, Empowering people, driving change: Social innovation in the European union, European commission, Buerau of European Policy Advisors, 2010.
and Melling, K.,Gender inequalities in the risks of poverty and social exclusion for disadvantaged groups in thirty European countries, Expert Group on Gender, Social Inclusion and Employment report, Luxembourg:
A synthesis of research findings for policy-makers, An independent report submitted to the European commission by the NESSE network of experts, 2008 As of 21 august 2014:
in addition to 1, 132 survey respondents and numerous global and European experts from academia and civil society.
or join a market innovator start-up or SME as an employee Start up Assessing the success factors for an entrepreneur in establishing an innovative organization and making it a viable venture,
and number of employees, in particular identifying and realizing win-win opportunities for collaboration between market leaders and market disruptors Employment (2014e relative to 2008 level) Valueadded (2014e relative to 2008 level) 0. 9 1
advisers and enablers who transfer know-how and create opportunities for growth. Figure 4: A Life cycle Model for Entrepreneurship6 Source:
and only 41%perceived them as somewhat or very favourable (see Figure 7). These results are more positive than many experts engaged in the project expected.
or the willingness and ability to take the risk of joining an innovative start-up as an employee. 12 Figure 10 details a conceptual model for the factors influencing
%Concern about financial benefits is greater among respondents potentially joining an entrepreneurial venture as an employee (37%)than those starting their own venture (29%.
Employees of the Finnish start-up Rovio had developed 51 programmes, none of which was a commercial success. After going through this, their 52nd programme, Angry Birds,
with a clear majority in the European union (EU) now favouring work as an employee. Another is the prevailing attitude towards entrepreneurs
%since 2007 The EU is home to 19.0 million micro companies (those with less than 10 employees),
Many European venture capital experts say the sector is stronger than the long-term data indicate. Today
Martin Vollmer, Chief Technology Officer, Clariant Developing culture and organization Promoting an R&d setup with specific organizational structures integrating employees, partners and customers Barclays Open Innovation:
A team of 15 ABB employees collaborated with Fastned to develop the concept. DSM/Provexis:
Could you estimate what proportion of SME employees in your country are working in innovation-driven SMES?
Enterprise Estonia has established a network of salaried professional export advisers residing in major target markets,
The growth outlook and ambitiousness of enterprises is expressed by entrepreneurs'expectations concerning the increase in employee numbers as well as their ambitions on the international market.
expectations of early-stage enterprises concerning a fast increase in employee numbers (i e. more than 10 employees in five years and over 50%of growth) are lower,
remaining lower when compared with the respective indicators in Latvia and Lithuania. Key activities on an agenda to foster innovation-driven entrepreneurship in Europe:
they might encourage a corporate culture with spin outs and employee circulation; and they might view being located in a strong and innovative entrepreneurial ecosystem as a long-term value.
the importance of this issue decreases while the relevance of other difficulties increases, including severe competition, availability of skilled employees and managers,
Partner to encourage active engagement in start-ups as employees and as founders. Individual attitudes and skills can be influenced effectively by direct experience in a start-up environment, for example through internship programmes or employment opportunities.
These experiences build on school-based programmes and often lead to employees founding their own businesses.
and direct it towards venture markets Supporting entrepreneurs to access skilled employees to join their ventures Providing mentoring to new founders Providing more opportunities for potential entrepreneurs to obtain practical experience in an innovative business
Global Shapers Hub, Lisbon We should create a board of mentors and advisers for young European changemakers.
please email europeentrepreneurship@weforum. org. 56 Enhancing Europe's Competitiveness Endnotes 1. The entrepreneurial life cycle is defined here as including the factors influencing an individual to turn an idea into economic activity or join a start-up as an employee,
Papers, No. 9 Fostering Innovation-driven Entrepreneurship in Europe 59 Acknowledgements Adviser and Knowledge Partner:
Young Global Leader Luis Alvarez Satorre, Chief executive officer, Global Services, BT, United kingdom Tobias Schmidtke, Senior Consultant, A t. Kearney, Germany Bohuslav Sobotka
Co-Director, Centre on China Innovation, China Europe International Business school (CEIBS), People's republic of china Krisztina Z Holly, Adviser, National Advisory Council for Innovation and Entrepreneurship
, USA Daniel Isenberg, Professor of Entrepreneurship Practice, Babson Executive Education, Babson college, USA Guriqbal Singh Jaiya, Director-Adviser, Innovation and Technology Sector, World
Intellectual Property Organization (WIPO), Geneva Eric Kacou, Cofounder, Entrepreneurial Solutions Partners (ESPARTNERS), USA Harkesh Kumar Mittal, Adviser and Head, National Science
It draws from papers prepared for the OECD by a number of experts, in particular: David Audretsch, Bart Clarysse and Vincent Duchêne.
many experts predicted the demise of SME competitiveness as globalisation increased. While many SMES have succumbed indeed to a deterioration of competitiveness,
For example, the Gellman (1976,1982) data base identified SMES as contributing 2. 45 times more innovations per employee than do large firms.
Audretsch (1995) identifies SMES as contributing 2. 38 times more innovations per employee than do large firms.
and research oriented consultancies which include engineering services, technology consultants, and (2) R&d boutiques. As shown in table 1,
%while five-year employee growth was 9. 8%.44. One of the keys to the success of the German Mittelstand has been their strong commitment to global expansion.
Indeed, non-marketing employees in the German Mittelstand engage in direct contact with customers at twice the frequency as in the largest German corporations.
and financial employees in order to make sure innovative activities truly meet customer needs. WK1 15 The Network and Flexible Production Strategies 47.
which employees perform a wide variety of different tasks. 15 Porter (1990) provides examples of Italian ceramics and gold jewelry as industries in
which are made easier by the mobility of workers and technicians, the activity of technical consultants,
Two-dimensional plot of SMES according to their innovative capacity Leading Technology Users 10-15%of the SME population(>5 employees) Technology Developers 1-3%of the SME population
(>5 employees) Non-Innovative SMES about 40-45%of the SME population(>5 employees) Potential Innovators about 40%of the SME population(>5 employees) IIII IV
In most national technology programmes, technical consultants are permitted frequently not to participate as contractors, so this category of SME is excluded often national R&d grant programmes,
15 40 Firm size (employees) 47 43 73 R&d budget as%of turnover 21,7%32,1%10,9%Growth during 1996-1999 (in terms of employees) 89
These organisations are typically technical consultants and count R&d as a non-core activity. Looking at firm growth rates during the three-year period preceding the study,
(or have a network of technical experts) who are trained to perform technological due diligence. The venture capitalists are more specialised in assessing business potential than technological viability.
<250 employees and independent. 25 Including CRAFT-projects (14,5%without CRAFT-projects. 26 In respect of Belgian (Flemish) definition of the SME:
less than 200 employees. 27 SME according to the Anvar-classification: less than 50 employees. 28 Only related to equity financing organised by the main R&d granting institute!
WK1 26 budget in the following years. R&d grants seem to have substantial additivity to the size of the R&d investments of leading technology users
A typical such SME might have three employees out of thirty who spend part of their time on R&d activities,
Technical experts in public research bodies or institutions are not of much assistance as their speciality is high end,
Because the mind set separating the world of technical experts and that of entrepreneurs is so large,
In some countries such as the US, technical and business consultants are important carriers of innovation to SMES
We used the number of employees to account for the effect of differences in the size of the firm.
In addition to Marco Marchese and Jonathan Potter of the OECD LEED Secretariat, the review team consisted of the following experts:
The study was carried out by an international review panel consisting of 6 international experts and 2 members of the Secretariat of the OECD LEED Programme.
SME development The Andalusian business structure lacks medium-sized firms The Andalusia economy is dominated by SMES with over 99%of firms having less than 500 employees.
between 50 and 500 employees demonstrates an underlying structural problem in growing local enterprises to a level that can contribute more significantly to employment creation and regional growth.
The propensity of firms to be innovative through technological development is inevitably dependent on the skills levels of its employees and its owner-managers.
Review panel visit The OECD Secretariat led an international panel of experts in a one-week peer review visit in Andalusia from 12 to 16 april 2010.
Micro firms (less than 10 employees) dominate the economy, representing over 90%of the total. This is typical of Figure 3. Andalusia's foreign trade and trade balance (1990-2008)( € 000s) Imports Exports Trade balance Source:
Consultancies, joint research projects and university training programmes for employees were also relatively common involving between 15%-25%of the surveyed enterprises.
The technical qualifications of employees (among other factors) even affect a company‘s attitude toward innovation (Coronado, Acosta, & Fernández 2008.
Not surprisingly, then, investment by firms in their employees‘human capital has been shown to encourage innovation and entrepreneurship (Sevilier, 2006.
Human capital that combines education and experience gives employees the adaptiveness so key to entrepreneurship (Wright, Hmieleski, Siegel and Ensley, 2007.
the high costs of terminating employees are in part responsible for a shift towards temporary hiring contracts,
Employers will also have more flexibility in reducing working hours (and salary) of employees. These reforms may force Spanish labour market regulation to begin to converge with that of its northern European neighbours.
It utilized FUNDACION EMPRENDE s schools as well as a network of 250 consultants. The main IT solutions offered were antivirus (to 29%of clients), business management software (to 28%)and web and email (to 19%.
The DUI mode of innovation builds upon the skills and knowledge of employees throughout the firm, not just its research department.
had few employees with higher education degrees and few of them had R&d departments. Among the remaining 305 firms that collaborated with universities,
especially when compared to other leading industrial countries in the OECD. More than three quarters of Canadian firms have less than 10 employees.
and the total share of business expenditures on R&d from firms with more than 250 employees is significantly lower than the OECD average.
At Sybase, an enterprise software company that spun-off from the original WATCOM Corporation, with over 250 employees in its Waterloo campus alone,
15 per cent of its current employees are Waterloo co-op students, and more than half of their Waterloo staff consists of former co-op students.
which require employees to have completed a year of full employment before qualify. Many under-25s are unable to demonstrate 12 months‘worth of unbroken employment (The Leader, Andalusia Suffering Most from Unemployment
Baumgartner and Caliendo, 2007, p. 26) Reasons for success Business experts must examine the start-up concept
Such experts could include the Chambers of Industry and Commerce, Chambers of Crafts, Professional organisations, Expert Associations such as Business Development Service Providers and Financial institutions.
Assessment of the region SMES in the Andalusia economy The Andalusia economy is dominated by SMES with over 99%of firms having less than 500 employees (see table below.
of mittelstand firms, medium-sized firms between 50 and 500 employees, demonstrates an underlying structural problem.
Table 7. Size structure of firms in Andalusia, 2008 Size of firm%of total enterprises%change 2007-8 Micro-enterprises 95.06-1. 73 Self employed (no employees
) 51.57 0. 38 1-9 employees 43.48-4. 3 Small firms (10-49) 4. 31-13.95 Medium sized firms (50
In the future, any regional organisation interested in relaunching this professional profile may want to widen the circle of advisers to include those with more business experience in particular sectors who are able to provide specific industry knowledge and practical problem-solving abilities.
The fur industry is dominated also SME with over 2 000 independent producers in a labour intensive sector that has 3 000 direct employees but around 25 000 indirect jobs in supporting and dependent
while members of employer associations account for 55 percent of private sector employees (Anderson and Mailand, 2005).
and firing of labour while employees are given generous social protection and rights to retraining has been attributed as a major factor in the resilience of Danish SMES through past crises (Anderson and Mailand, 2005, Madsen, 2006).
and prompt more redundant workers and employees to set up their own businesses. Here, the regional government could work closely with the Technological Corporation of Andalusia (CTA) to undertake a review of current levels of company spinoffs
As of 2008, micro enterprises (less than 10 employees) accounted for 95, %and small firms (10-50 employees) for 4. 3%of the whole enterprise population,
thus making up altogether over 99%of the total. The paucity of medium-sized firms (50-250 employees) points to an excessive business fragmentation that undermines the competitiveness of the region.
Innovation and internationalisation are both key to the growth of Andalusia‘s small firms. Three key policy issues have arisen in this area:
in 2009 there were 3, 283,495 companies with between 0 and 249 employees. Over the decade (1999-2009
Companies which employ between 10 and 249 employees and whose annual turnover does exceed not €50 million or
or its employees but also to the organization's ability to exploit it. In summary, Zahra and George (2002) highlighted four distinct
has been compared with reference to the ROA and number of employees. The results revealed no significant differences between the two groups.
, p>.10) in 3 Iberian System Analysis of Balance (SABI) is an online database with detailed financial information about Spanish and Portuguese companies. 54 terms of age, number of employees,
To represent firm size, variables such as number of employees, total sales, and total assets have been introduced.
Then, the 59 variable which best fits the model was number of employees, used in logarithmic form (lnsize).
and is expressed by the average number of employees in the period (2007-2009) in logarithmic form;
managers, and employees is critical in building external relations (Lechner and Dowling, 2003. In this vein, the larger the organizational team, the more hours are likely to be spent contacting their networks or making new contacts (Kamm and Aldrich, 1991.
as well as employees'networks as a source of information for the firms. To sum up, the number of managers
or employees can influence the number of ties developed by firms and, in turn, be directly related to the degree of involvement in the use of networks and their effects on entrepreneurial behavior,
was compared with reference to the ROA and number of employees). The results revealed no significant difference between the two groups.
, p>.10) in terms of age, number of employees, or any of the research variables assessed in this study.
and the third and fourth items collect information about the use of networks to influence the environment and the use of employees'networks as an information source, respectively.
The second indicator has been measured by calculating the change of the number of employees (Capelleras and Greene, 2008;
First, the sample was divided into two groups of firms based on their number of employees. This procedure gave one group of small firms (minimum 10 and maximum 49 employees) and another group of medium-sized firms (minimum 50 and maximum 249 employees.
The t-test confirmed the significant difference of network usage on EO development between small and medium-sized firms;
especially in the second period, many SMES have shown negative growth in terms of sales and number of employees,
the use of networks to influence the environment and employees'networks as an information source.
The reporting companies had a mean of 5. 66 employees (2007) and 4. 72 employees (2008),
036 28.50 71.50 Firm-specific characteristics size 1-9 employees 10-49 employees 842 135 86.18 13.82 1,
) Size was measured by the natural log of the number of employees (Andersson et al. 2004; Cassiman and Golovko, 2011) reported in year of the GEM survey.
Likert 1-7 Use of employees'networks as an information source. Likert 1-7
This is an Executive Summary of an Executive programs member report. Each report covers a relevant and compelling CIO topic
400 associates, including more than 1, 480 research analysts and consultants, and clients in 85 countries
and problems of which an expert with only a general training might miss. We would add that
Indicators could also be weighted based on experts'opinion, who know policy priorities and theoretical backgrounds, to reflect the multiplicity of stakeholders'viewpoints.
This decision can be based both on experts'opinion (e g. experts in the relevant field will tell which indicators better capture the sustainability or the quality of the education) and on the statistical structure of the dataset.
e N is the total number of experts surveyed. Method Equation 1. Ranking I Rank (xt) qc tqc=2. Standardization (or z-scores) t qc ct qc c tt qc qc
Indicators could also be weighted based on the opinion of experts, who know policy priorities and theoretical backgrounds,
since experts are asked to assign weights (i e. priorities) to sub-indicators. Benefit of the doubt approach This methodology,
Endogenous weighting has the risk of substituting open experts'opinions with the analyst's manipulation of weights (through the constraints.
which experts are given a budget of N points, to be distributed over a number of sub-indicators,
Selection of experts for the valuation; Allocation of budget to the sub-indicators; Calculation of the weights;
It is essential to bring together experts that have a wide spectrum of knowledge, experience and concerns,
A case study in which 400 German experts in 1991 were asked to allocate a budget to several environmental indicators related to an air pollution problem showed very consistent results,
in spite of the fact that the experts came from opposing social spheres like the industrial sector and the environmental sector (Jesinghaus in:
Special care should be given in the identification of the population of experts from which to draw a sample,
stratified or otherwise. 67 Budget allocation Advantages Disadvantages Weighting is based on experts'opinion and not on technical manipulations.
Experts'opinions are likely to increase the legitimacy of the composite and create a forum of discussion around
Allocating a certain budget over a too large number of indicators can give serious cognitive stress to the experts
if the expert feels that not enough has been made to abate them). Examples of use Employment Outlook (OECD, 1999) Composite Indicator on E-business Readiness (EC-JRC, 2004b.
2001) Eco-indicator 99 (Pré-Consultants NL, 2000)( weights based on survey from experts. Overall Health System Attainment (WHO, 2000)( weights based on survey from experts) 6. 1. 6 Public opinion Instead of letting experts determine the weights of the indicators in an index,
one could ask the general public. Parker (1991, p. 95-98) argues that public opinion polls have been employed extensively for many years for many purposes,
The exercise was carried out at JRC interviewing experts in the field. 0. 085 0. 102 0. 072 0. 209 0. 045 0. 063 0. 178 0
it operates with people (experts, politicians, citizens) who are asked to choose which set of sub-indicators they prefer,
f) Participatory methods constitute a way to involve experts, citizens or politicians in the issue.
g) Expert judgement is adopted when it is essential to bring together experts that have a wide spectrum of knowledge, experience and concerns,
so as to ensure that a proper weighting system is found for a given application. The budget allocation is optimal for a maximum number of 10-12 indicators.
this method can give serious cognitive stress to the experts who are asked to allocate the budget.
and BAL are given by the experts, we sample the expert rather than the weight to preserve coherence among weights,
e g. to avoid generating combinations of weights that no expert would have advocated for. 87 F
. When using BOD, the exclusion of an indicator leads to a total rerun of the optimisation algorithm.
Imagine a very low weight is assigned by an expert to a sub-indicator q. Every time we select that expert in a run of the Monte carlo simulation,
5 X Scheme 1 BAL 2 AHP 3 BOD The last uncertain factor 6 X is used to select the expert.
In our experiment we had 20 expert, and once an expert is selected at runtime via the trigger 6 X,
the weights assigned by that expert (either for the BAL or AHP schemes) are assigned to the data.
Clearly the selection of the expert has no bearing when BOD is selected (3 5 X=).All the same this uncertain factor will be generated at each individual Monte carlo simulation.
This is because the row dimension of the Monte carlo sample (called constructive dimension) should be fixed in a Monte carlo experiment
and of the (lack of) consensus among experts on how TAI should be built, we would have to conclude that TAI is not a robust measure of country technology achievement. 0 5 10 15 20 25 Finland United states Sweden Japan Korea,
Rep. of Variance of country rank Non-additive Expert selection Weighting Scheme Aggregation System Exclusion/Inclusion Normalisation Figure 7. 2. Sensitivity analysis results
, Rep. of Total effect sensitivity index Expert Weighting Aggregation Exclusion/Inclusion Normalisation Figure 7. 3. Sensitivity analysis results based on the total effect indices.
0. 288 Expert selection 0. 068 0. 402 0. 334 Sum 0. 499 1. 597 0 200 400 600 800
. 410 Expert selection 0. 202 0. 592 0. 390 Sum 0. 550 1. 453 7. 3 Conclusions We now go back to our questions on the effect of uncertainties:(
and of the experts that together with indicator inclusion exclusion, dominates the uncertainty in the country ranks.
It is recommended also particularly to students, university lecturers, researchers and indicator experts. The Dashboard includes maps of all continents
Pré Consultants (2000) The Eco-indicator 99. A damage oriented method for life cycle impact assessment. http://www. pre. nl/eco-indicator99/ei99-reports. htm 110.
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