Socioprofessional category

Blue-collar worker (98)
Executive (715)
Supervisor (21)

Synopsis: Employment & working conditions: Labour market: Socioprofessional category:


(Focus) Eunika Mercier-Laurent-The Innovation Biosphere_ Planet and Brains in the Digital Era-Wiley-ISTE (2015).pdf

to allow a strong internal incentives to managers and executives. This recommendation puts emphasis on social responsibility of large companies that have a role to play in the development of small ones.

Many have elevated an Executive Secretariat/Ministry of Innovation reporting to the President or Prime minister, coupled with Education, Economic Affairs an/or Community Development.


(Management for Professionals) Jan vom Brocke, Theresa Schmiedel (eds.)-BPM - Driving Innovation in a Digital World-Springer International Publishing (2015).pdf

Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.

Solutions to a lack of innovation need to address various aspects of primarily cultural and strategic nature at an organization's executive and board level (Leavy, 2005), characterizing innovation as an essential multilevel problem

Due to the popularity of the BSC methodology among executives, many packaged solutions offer standard business process models that are mapped already into BSC metrics (Brignall & Ballantine, 2003.

Academy of Management Executive, 18 (4), 44 59. Implementing a Digital Strategy through Business Process Management 245 Flexible Workflows and Compliance:

, approval to pay an invoice given by a supervisor), every change within the workflows should be validated against several management goals and requirements.

Similar to Process Review, coordination between Process Domain Owner and Resource Responsibles on senior management level facilitates the alignment of process domain strategy and corporate strategy.

Finally, the proposal is presented to the senior management and confirmed within the Strategy Review meeting. Based on this proposal, the Process Architect starts to implement the measures in close cooperation with Process Managers.

MIS Quarterly Executive, 11 (1), 25 36. Weill, P, . & Ross, J. W. 2004). IT governance:

Supervisor of the International Laboratory of Process-Aware Information systems of the National Research University in Moscow.

and CEO of the Premier Insurance company of Massachusetts where he served 20 years as a senior executive.


2008 Innovation in Ireland.pdf

such as lawyers, licensing executives and tax experts conversant with the management of IP portfolios. Raising awareness The Patents Office is the public institution charged with implementing the national patents, trademarks, copyright and design regimes.


2011 Missing an Open Goal_UK public policy and open innovation.pdf

UK Public policy and open innovation Executive summary A financial and investment ecosystem which looks to support business as it grows,


2012 Evaluation_of_Enterprise_Supports_for_Start-Ups_and_Entrepreneurship-Publication.pdf

FORFÁS EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 1 EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS AND ENTREPRENEURSHIP 2table of Contents Executive Summary 3 1 Background and Context

FORFÁS EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 3 Executive Summary Background Programme of Evaluations for Enterprise Supports The Department of Jobs, Enterprise and Innovation (DJEI) has requested that Forfás

The programme executives pre-vet the participants for each session the aim is to restrict the number per session to 15.

as is the time commitment required on the part of Development Executives. Over the two years 44 HPSUS/pre-HPSUS have been created,

Inputs Financial commitment of €2m in annual funding from Enterprise Ireland to the Business Innovation Centres (BICS), Projects are referred to the BICS by Regional Development Executives and Development Advisers following

Projects are referred to the BICS by Regional Development Executives and Development Advisers following agreement with the HPSU Validation Unit.

and are still in contact with their Regional Executives in Enterprise Ireland. 7. 8 Findings


2014 Irish Entrepreneurship Forum Report.pdf

Strengthening the Startup Community Report of the Entrepreneurship Forum January 2014 Entrepreneurship in Ireland-1-Foreword Executive Summary 1. Introduction 2. Innovative‘Can-do'Culture 2

Learning Innovative Can-do Culture Executive Summary-6-Pillar 1, Innovative‘Can-do'Culture A central recommendation of this report is that Ireland should leverage our existing talent base:

which can connect experienced executives with each other as well as with startup founders. Much of this already happens both informally

through once-off, expensive executive-MBA-style programmes. These programmes through Stanford, Cambridge, Harvard, etc.

Unfortunately, many small companies find it extremely difficult to justify employing unskilled workers, one reason being the high minimum wage requirements.

and their executives would be subjected to fines. 6. 3. 1. 1 Attracting International Banks Ireland currently has a duopoly of banks that control and dictate the culture of banking in Ireland:

and bank executives who violate the Code of conduct. 57. One or more reputable international banks should be recruited (not subsidised,

and bank executives who violate the Code of conduct. 57. One or more reputable international banks should be recruited (not subsidised,


2014 Irish Government National Policy Statement on Entrepreneurship in Ireland.pdf

This creates a particular challenge for businesses seeking engineering or executive level talent to fill such roles as chief executive officer, chief operating officer and chief financial officer.

which new types of mentors (volunteer entrepreneurs or serving executives) would be attracted. DJEI)- Test market on a regional pilot basis the establishment of an interactive searchable portal for mentors accessible to all enterprises.

of which over a quarter was generated from purchases by UK stores. 6. 5 Global Sourcing Projectthe Global Sourcing project has been a major area of focus for the EI-IDA senior management teams since its establishment in early


2014_global_rd_funding_forecast.pdf

executives, and academic leaders who contributed to our global survey on which many of this report's findings are based.

Nearly half of industry executives report having only some success, with remaining industry responses split between rarely having success to regularly having success in the translation of R&d into new or improved products.

In the past year, 22%of industry executives reported significant technology growth and another 56%slight-to-moderate technology growth affecting their industry.

Seven out of ten of the industry executives report productivity gains in the last two years, with 20%noting significant improvements.

The results from industry executives who track return on investment is one of a generally improving bottom-line impact of research and development activities,

%Competition 14%Translating Research into Products 10%15%Finding New Collaborators 17%Skilled worker Shortages 16%Rankings of Research Impact Metrics Broad Factors Influencing Research


2015 Ireland Action Plan for Jobs.pdf

, T. D. 6 Update on the Action Plan for Jobs Five Strategic Objectives 8 Executive Summary 9 1. Building on Reform and Measuring Success 15

IDA 2015 ACTION PLAN FOR JOBS 9 Executive Summary Significant progress has been made since 2011 in restructuring

The Group comprises a dedicated team of senior executives and officials from all research funding Government departments and Agencies.

Shortages of business sales executives 250-750 pa), sales account executives (200-500 pa) and in customer service occupations (200-500 pa) 3. 6 Promote upskilling

Research Board HPSU High Potential Start-ups HSE Health Service Executive IBEC Irish Business and Employers'confederation ICMR Irish centre for Manufacturing Research ICT


A GUIDE TO ECO-INNOVATION FOR SMEs AND BUSINESS COACHES.pdf

involving all the company's personnel from shop floor through to senior management. www. orangebox. com www. ecodesigncentrewales. org/sites/default/files/EDC ORANGEBOX ENABLINGECODESIGNINWELSHINDUSTRY. pdf Crawford Hansford & Kimber:


A NEW APPROACH TO INNOVATION POLICY IN THE EUROPEAN UNION.pdf

MARIA ANVRET Senior Executive Scientific Expert and Advisor, Prof. Phd, FRCPATH, Confederation of Swedish Enterprise RAPPORTEURS:

the limited mobility of skilled workers throughout the EU27; the absence of legal certainty as regards patent law, technology transfer and standardisation processes;

), TAXUD (fiscal incentives), ESTAT (statistics, community innovation survey) and JLS (mobility of 3rd country researchers and immigration of high-skilled workers.


article_ICT STRATEGY SUPPORT FOR BUSINESS_2010.pdf

Figure 1. Framework of ICT practices in companies At the highest level of Figure1 are managers and executives,

The common aspect for the second level is that these are normally middle management employees. The third level of the Marchand et al. model includes the process managers, the employees

The bottom level represents the operational knowledge workers and supervisors. These people are responsible for the direct operations of company and the processes through

not only at management and executive levels but also in at development and realization levels. The strategy process requires knowledge and participation from many levels of organizations and also from different business units.


Assessing Europe University-Based Research.pdf

9 1. 1 Executive Summary...9 1. 2 The Way Forward Recommendations...15 2 Introduction...

147 9 Overview 1. 1 Executive Summary HEIGHTENED IMPORTANCE OF UNIVERSITY-BASED RESEARCH AND OF ASSESSMENT OF UNIVERSITYBASED RESEARCH The political context Assessment of university-based research1 (AUBR) has become a major issue for a wide range of stakeholders at all levels.

and university senior management. Academically speaking the experts represented a variety of disciplines, including arts and design, humanities, socioeconomic sciences,

or Councils o HE Executives and Management o HE Research Groups Governments In addition to the reasons stated above,

recruitment of students, academics and researchers from outside region and internationally HE Executives/Management Policy and planning Strategic positioning Research strategy development/management Investor confidence/value-for-money

and ensuring professional behaviour between supervisor and research students. Today, completion of an ethical statement or formal ethical approval by a university or national Research Ethics committee is required by most funding organisations,

She is a member of the Executive Committee of the Dean and European Academic Network (DEAN),

Sue is convener of the NSW D/PVCR Group and a member of the Executive of Universities Australia'S d/PVCR Group.

Case studies of the Research Assessment Experience 84 10.1 AUSTRALIA Executive Summary Australia's Excellence in Research for Australia (ERA) will assess research quality within higher education institutions using a combination of indicators

88 10.2 UNIVERSITÉ LIBRE DE BRUXELLES BRUXELLES BELGIUM Executive Summary In Belgium, assessment of university-based research has not yet been undertaken at national or regional/community level.

pp. 45-57.91 10.3 FINLAND (AALTO UNIVERSITY) Executive Summary The research evaluation included some innovative ways of using the peer review method.

As a result of the evaluation, senior management will know in which research areas Aalto University achieves the best results

however, hope that compiling the documents urged them to think about these important things. 93 10.4 FINLAND (HELSINKI UNIVERSITY) Executive Summary The case study describes the research assessment exercise carried out by Helsinki University for its own purposes.

Perhaps the only way to obtain more reliable quantitative assessment results is to compare the outputs of departments with those of similar units at other universities. 96 10.5 FRANCE Executive Summary The case study describes the research assessment

99 10.6 GERMANY-FORSCHUNGSRATING (CONDUCTED BY WISSENSCHAFTSRAT Executive Summary The German Science Council Rating carried out a pilot study based on peer review, information from departments, metrics and a reviewers'panel.

CHE RESEARCHRANKING Executive Summary CHE Rankings is a discipline-specific, multidimensional system aimed at providing information for students.

105 10.8 GERMANY-INITIATIVE FOR EXCELLENCE Executive Summary The Initiative for Excellence has aroused some controversy in Germany

107 10.9 HUNGARY Executive Summary The research assessment related exercise is based on the Act on Higher education (2005) and its complementary law (2007.

The HAS research assessment is an up-to-date version of West European practices. 110 10.10 IRELAND Executive Summary The Sunday Times Irish Universities League Table is a relatively basic ranking system,

etc. 113 10.11 ITALY Executive Summary In Italy the evaluation of university-based research witnessed two main periods:

Great expectations on the newly created Agency (2009). 117 10.12 NETHERLANDS Executive Summary The three main Netherlands organisations responsible for publicly funded research defined a protocol for practical use in all

120 10.13 NORWAY Executive Summary A new model for result based university research funding was established in Norway in 2006.

and potentially important for research policy within the EU. 122 10.14 SPAIN Executive Summary The research outputs of university teachers in terms of publications are evaluated on a voluntary basis every six years.

124 10.15 SWEDEN Executive Summary A new model for allocation of university block grants was established in Sweden in the Governmental Research Bill in 2008.

or in terms of its benefits for society and industry. 127 10.16 UNITED KINGDOM Executive Summary Since 1986 the UK national funding bodies have evaluated the quality of research in UK universities through peer review

and it will fully drive research funding for all disciplines from 2014.129 10.17 GLOBAL-WEBOMETRICS Executive Summary Webometrics,

133 http://www. webometrics. info/disclaimer. html 134 10.18 GLOBAL-ACADEMIC RANKING OF WORLD UNIVERSITIES (ARWU) Executive Summary The Academic ranking of world universities (ARWU), first published in 2003 and updated annually by the Institute

RANKING Executive Summary In November 2004, the Times Higher education Supplement published its first World University ranking (WUR), a listing of the top 200 institutions across the globe.

140 10.20 GLOBAL-PERFORMANCE RANKING OF SCIENTIFIC PAPERS FOR RESEARCH UNIVERSITIES Executive Summary First published online in 2007, the Performance Ranking of Scientific Papers for Research

http://210.71.47.3/ranking/Engmethod. htm http://ranking. heeact. edu. tw/en-us/2008/Page/Methodology 143 10.21 GLOBAL THE LEIDEN RANKING Executive


Barriers to Innovation in SMEs_ Can the Internationalization of R&D Mitigate their Effects_ .pdf

A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,


Case study analysis report of online collaboration and networing tools for Social Innovation.pdf

and for employers to find skilled workers as labour markets become more transparent. Because ICT has the potential to connect workers to work irrespective of their location,

and older unskilled workers find work and many others to find social and community fulfilment more easily and quickly than at any time before.

and Safety Executive enforcement notices and the latest world trademark registers are downloaded. The case also sources data from the UK's Financial services Authority, the US's Central Contracting Registration system,


Catalonia 2020 strategy.pdf

Catalonia 2020 Strategy 5 Contents 1. Executive summary 2. Bases for growth 3. Framework of reference

2020 Strategy 6 1. Executive summary In accordance with the new framework established by the European union in its Europe 2020 Strategy,


central_hungary_rim_regional_innovation_report.pdf

30 4 Executive Summary 1. Introduction: Main trends and challenges in the Regional Innovation System Central Hungary (CH) encompassing Budapest and Pest county is the economic, commercial, financial, administrative and cultural centre of Hungary.


Conference_Documentation_Museums in the Digital Age.pdf

Julia Pagel, NEMO Project Manager Kelly Donahue, NEMO Executive Assistant 8 While the Internet's democratic potential has created corresponding demands and great opportunities,

Mr. Negri is a member of the Scientific Committee of the Museum of the Cathedral (Museo del Duomo) of Milan and the Scientific Director of the Executive Master Course in European Museology, IULM University, Milan.

She has also been an Executive Board member of NEMO since 2008 and since 2012, a jury member of the Children's Museum Award.


Consultation on the EU strategic work programme 2016-2017.pdf

Consultation on Next EU Strategic Work Programme 2016-2017 iii Executive Summary Small and medium enterprises (SMES) are vital to the European economy and a key focus


cr2013_hu_final.pdf

Comprehensive assessment study about the operation of the Research and Technology Innovation Fund (KTIA) 01.01.2004-31.12.2009 Executive summary Government (2007:


DB15-Full-Report.pdf

CORREIA AMENDOEIRA & ASSOCIADOS-SOCIEDADE DE ADVOGADOS RL Pélagie Massamba Mouckocko PRICEWATERHOUSECOOPERS TAX & LEGAL SA Jean-Joel Mebaley DESTINY EXECUTIVES ARCHITECTS


Design-Driven Innovation-Why it Matters for SME Competitiveness.pdf

, Enterprise& Innovation/Gerry Finn, Director, Northern & Westernregional Assembly/Áine Fox, Senior Executive, IMDA, IBEC/Aidan Gough, Strategy & Policy Director, Intertradeireland

CEO, Design & Craftscouncil of Ireland/Patrick Lawlor, Senior Consultant, The CIRCA Group Europelaura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015

, Timber and Consumer, Enterprise Ireland/Chantelle Kiernan, Scientific & Innovation Advisor, IDA/Laura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015


Developing National eHealth Interoperability Standards for Ireland - a consultation Document - HIQA 2011.pdf

The Health Service Executive (HSE) is finalising its ICT Strategy while at the same time progressing a number of key national initiatives notably NIMIS and the Laboratory Information management System (LIMS).

24 november 2011.4) Health Service Executive. Transformation Programme 2007-2010.2006. Available online from: www. hse. ie/eng/services/Publications/corporate/transformation. pdf. Accessed on:


Digital Agenda 2014-2017 - Germany.pdf

not only help to secure skilled workers, but also boost tax revenues and social insurance contributions. At the same time, digitisation is giving rise to new challenges in relation to, for example, the creation of new ways of working.

Skilled workers are a key requirement for growth, innovation and prosperity. Demographic trends are directly affecting the supply of labour and thus the performance of Germany's economy and social system.


Digital Opportunities_ Innovative ICT solutions for youth employment.pdf

and math. 47 This mismatch is demonstrated in surveys indicating high rates of employer dissatisfaction with the availability of skilled workers, 40 per 39 World bank, The Road Not Traveled:

but can also extend to semiskilled and low-skilled workers with access to a relatively basic digital infrastructure. 80 The global increase in the use of mobile technologies is playing a key role in expanding employment opportunities for youth.

Employers may find it hard to identify lower-skilled workers for entry-level jobs in developing countries as many of the job matching services target more qualified candidates.

low-skilled workers in China and Viet nam earn their primary income by outsourcing their services to gaming platforms. 102 The third-party online gaming services segment consists mainly of activities known as gold farming 103 and power


DIGITAL SOCIAL INNOVATION Guide to social_innovation_2013.pdf

Similar examples exist in other parts of the EU. The social enterprise Fusion 21 in the UK46 places apprentices

The project has been followed up by all shop floor supervisors and is going to be implemented in other production units. 46 9. Bringing it all together in regional strategies


DIGITAL SOCIAL INNOVATION social_innovation_decade_of_changes.pdf

57 Executive summary...58 1. The Dominant Policy Framework 2010-20: smart, sustainable and inclusive Growth...

such as young people, the older poor, low-skilled workers, migrants and their children. So what future for Europe and which solutions?

At the same time, projections suggest a considerable surplus of low-skilled workers which could lead to long-term and permanent joblessness among young people without secondary training

D E O F C H A n G E s Executive summary This second part of the report aims to present,

such as the work integration social enterprises (WISE), have a double function of providing social services to the community and of integrating low-skilled workers into the labour market.


DIGITAL SOCIAL INNOVATION The-Open-Book-of-Social-Innovationg.pdf

and labourers who discuss and reflect on their farming practices. In the evening walkers stay in villages and hold meetings with local residents to discuss activities of the Honey Walking to discover innovation at the grassroots.

or between landowners and labourers. Or, spectators might choose to depict a more local problem like the lack of fresh water,


DIGITAL SOCIAL INNOVATIONThe_Process_of_Social_Innovation.pdf

By comparison, in business the early phases of fast-growing enterprises often involve ruthless turnover of managers and executives.


Digital Social Innovation_ second interim study report.pdf

and Incubation Learn about digital social innovation Index Executive Summary 3 1. Introduction 6 2. Dynamic crowdmapping of the DSI community 8 4. Assessing Innovation Strategy (WP3):

Executive Summary Innovation policy and the need to reinvent policy to foster Digital Social Innovation in Europe The Study on Social Innovation in a Digital Agenda focuses on mapping


Digital-Age transportation_ the future of mobility.pdf

valuable thought leadership concerning the issues faced by executives in today's rapidly changing automotive industry.

and discusses what executives should consider when weighing the pros and cons and evaluating the details of establishing new relationships.

and senior manufacturing executives worldwide. The report confirms that the landscape for competitive manufacturing is in the midst of a massive power shift based on an in depth analysis of survey responses.


dsi-report-complete-EU.pdf

0 International License 3contentsdsi Interim Report Executive Summary iemerging Findings iiintroduction 5what is DSI? 5why is interested the European commission in Digital Social Innovation?

Innovation Interim Report Executive Summary i DSI Interim Report Executive Summary Digital Social Innovation (DSI) is an emerging field of study,

with little existing knowledge on who the digital social innovators are, which organizations, and activities support them


dsi-report-complete-lr.pdf

. 0 International License 3contentsdsi Interim Report Executive Summary iemerging Findings iiintroduction 5what is DSI? 5why is interested the European commission in Digital Social Innovation?

Innovation Interim Report Executive Summary i DSI Interim Report Executive Summary Digital Social Innovation (DSI) is an emerging field of study,

with little existing knowledge on who the digital social innovators are, which organizations, and activities support them


eco-innovate-sme-guide.pdf

involving all the company's personnel from shop floor through to senior management. www. orangebox. com www. ecodesigncentrewales. org/sites/default/files/EDC ORANGEBOX ENABLINGECODESIGNINWELSHINDUSTRY. pdf Crawford Hansford & Kimber:


Economist Intelligence Unit_Reaping the benefits of ICT_2004.pdf

3 Executive Summary 4 Introduction 7 Part I The economic impact of ICT 8 Part II

We ran a survey of 100 senior executives on the commercial challenges of harnessing ICT to deliver increased productivity and growth.

Second, we conducted a survey of 100 senior executives on the commercial challenges of harnessing ICT to deliver increased productivity and growth.

ICT in the public sector. The executives we interviewed and surveyed believe the best thing governments can do to promote effective ICT use is to practise what they preach.

In our survey, lack of ICT knowledge in senior management and the failure of IT and business management to work together effectively were cited as the two main barriers to maximising the benefits of ICT.

%respondents could provide a maximum of two answers) Lack of ICT knowledge in senior management 38 Business

and IT executives not working together effectively 34 Inadequate integration between different technologies in the business 30 Cost constraints 29 Inability to manage

of which is cited as a main external concern by 37%of the executives we surveyed. Common standards remove much of the risk associated with investing in competing technologies.

and are viewed by a majority of the executives we surveyed as important or extremely important to enabling firms to benefit from ICT.

Despite this, many policymakers (as well as executives judging from our survey) do not see labour market reform as a priority.

It is therefore incumbent on executives to ensure, through training and other mechanisms, that their managers are fully aware of the potential benefits of an ICT investment,

But ultimate responsibility for using ICT more effectively to improve workplace productivity lies with the executives and staff of European organisations, public and private sector alike.

%respondents could provide a maximum of two answers) Lack of ICT knowledge in senior management 38 Business

and IT executives not working together effectively 34 Inadequate integration between different technologies in the business 30 Cost constraints 29 Inability to manage

We operate schemes to encourage remote and flexible working 25 Senior management is briefed regularly on emerging disruptive technologies 20 How do you measure the benefits of ICT in your organisation?(%


EC_ European Smartgrids Technology Platform _2006.pdf

Table of contents Foreword 3 1. Executive Summary 4 2. The origins of Smartgrids 6 3. Driving factors in the move towards Smartgrids 12 4. From today to tomorrow 15

Advances in simulation tools will greatly assist the transfer of innovative technologies to practical 1. Executive Summary 5 VISION AND STRATEGY I ELECTRICITY NETWORKS OF THE FUTURE application for the benefit of both customers

I ELECTRICITY NETWORKS OF THE FUTURE GENERAL ASSEMBLY (Biannual Technology Platform Forum Member States'Mirror Group Advisory Council (Executive Group) 26 membres Group of Associations


Education - technology and connectedness.pdf

Report to the Northern ireland Housing Executive, November 2010. As of June 2013: 54 http://www. nihe. gov. uk/analysis of the future need and demand for appropriate models of acco mmodation and associated services for older people published february 2011 . pdf Paxton, Pamela, Melanie M. Hughes,


Enhancing Europe's Competitiveness_Fostering Innovation-driven Entrepreneurship in EU.pdf

REF 160614 In collaboration with A t. Kearney Fostering Innovation-driven Entrepreneurship in Europe 3 Contents Preface 3 Preface 5 Executive Summary 7 Section One:

then Scale up A European Agenda to Foster Innovation-Driven Entrepreneurship 11 22 44 57 1 Innovation Fostering Innovation-driven Entrepreneurship in Europe 5 Executive Summary

and Israel, led by a senior executive with enough credibility in the company to champion collaboration cases.

Second, BT involves senior executives early in the collaboration process, by organizing meetings with selected companies during dedicated off-site sessions.

Running an entire division aimed at providing digital services to UK SMES helps senior executives understand the perspective of smaller companies

the first question for executives will be whether they can understand the direction and forces underlying current shifts.

-YE Europe Alumni Research+Data Insights, a Hill+Knowlton Strategies company David Iannelli, President Amber Ott, Senior Account Supervisor YES Dimitris Tsigos, President

Gavin Patterson, Chief executive officer Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations European Institute of technology Daria Golebiowska-Tataj, Executive Board member

, European Investment Fund, Luxembourg Fostering Innovation-driven Entrepreneurship in Europe 61 Jeroen Van der veer, Executive Member of the Governing board, European Institute of Innovation and Technology, Hungary;


Enhancing the Competitiveness of SMEs in the Global Economy Strategies and Policies.pdf

Furthermore, demand for less skilled workers has decreased dramatically throughout the OECD, while demand for skilled workers has exploded. 6 11.

Given the shift in comparative advantage towards more knowledge based economic activity, many scholars have predicted the demise of SMES.

An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy"

On the one hand, new economic knowledge embodied in skilled workers tends to raise the propensity for innovative activity to spatially cluster throughout all phases of the industry life cycle.


Entrepreneurship, SMEs and Local Development in Andalusia.pdf

135 EXECUTIVE SUMMARY The OECD Local Economic and Employment Development Programme (LEED) has undertaken a review on entrepreneurship, SMES and local development in Andalusia,

most pertinent for innovation, develop the pipeline of highly skilled workers that help transmit knowledge in regional clusters.

Both envisage attracting both talent (students, researchers, skilled workers, etc. and investment (national and foreign. Entrepreneurship Entrepreneurial culture is improving in the region There is a low but growing level of entrepreneurial culture in the region.

What was traditionally a region of outmigration 1. 6 million Andalusians migrated between 1955 and 1985 has recently become a region of immigration of mainly low-skilled workers.

and low-skilled workers gain the capabilities they need to innovate more effectively. Below is a description of

most pertinent for innovation, develop the pipeline of highly skilled workers that help transmit knowledge in regional clusters.

while others will benefit from skilled workers trained in energy efficient technologies. Bolstering the production chain of the cluster via training strategies will allow the expansion of the local market for these services

which taught SME executives how to develop innovative ideas for their businesses. Digital Cluster Program:

trying to create a win-win situation by restructuring employment practices in a way beneficial to both employers and low-skilled workers (Marano and Tarr, 2004).

and expand, often through productivity increases that will require high-skilled workers. Training workers can take months or years

Additionally, new firms tend to be established by skilled workers already with a background of working within particular industries, rather than those with professional managerial experience or entrepreneurial motives from the outside,

while others will benefit from skilled workers trained in energy efficient technologies. Identifying and implementing programmes across the production value chains should help identify opportunities for new products, new connections,


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