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.
active promotion and publication of Research and Innovation Strategies for Smart Specialisation (RIS3) to motivate participation of key stakeholders;
R&d capacity-building in infrastructure but also crucially in human resources and multidisciplinary approaches; maximising use of generated knowledge through university-business dialogue and deployment of knowledge in both technological and social innovation;
the same academic staff cannot do everything and do it well (teaching, research, regional development). Academic staff needs to have a coherent set of incentives for each of the three missions.
Several reflections were offered about how universities can deal with the three missions. One option could be to organise teams following the grand challenges (for instance,
and include it in their assessment exercises and in promotion criteria. c) Smart Specialisation as a new opportunity for collaboration between universities and regions The new emphasis on innovation strategies for Smart Specialisation in the EU provides a great opportunity for many universities to engage with regional
Such collaboration and critical mass development of human and physical capital will be crucial for the career development of young researchers in the future in addressing national and European innovation goals.
Developing R&d human resources (e g. doctoral school programme, supporting researcher mobility top scientists, postdoctoral researches, full-and part-time studies of foreign Phd students, semester abroad
Improving and developing study programmes (new curricula and modules), teaching quality, training of teaching staff at university, e-education (e-courses, study aids etc..
Ideas can come from many sources-citizens, service users, communities, front line staff, other sectors or other countries.
and develop staff, and to access capital; too many contracts place excessive risk on providers,
Collaboration with users, front line staff and other stakeholders, and partnerships with organisations from the private, public and third sectors. 38 User Led design processes enable both potential end users and existing front line staff, among other specialists,
to be a driving force in the design of new services. Highly Iterative ideas are tested rapidly through prototyping.
and engagement in social issues as a source of new ideas, reputation and recruitment. More broadly, business leaders are becoming aware of the growing importance of values to their business.
and coached by Grameen Danone staff. There are roughly 500 women selling Shokti Doi in the Bogra District.
which means that it has access to national health services staff and premises. One of the other innovative aspects is that those who work for a Koispe may earn a wage without losing their benefit payments.
It was established to provide a creative environment for a wide range of staff to work together on some of the most pressing social challenges facing the local authority.
(or redesign if they are amending an existing service) involves users, front-line staff, and stakeholders such as senior managers or elected councillors, in setting out what is required from a service
VINNOVA's programmes include Information and Communications technology, Services and IT Implementation, Biotechnology, Working life, Materials, Transportation, Cross-Sectoral Issues, Knowledge of Innovation Systems,
identifying entrepreneurial talent, scouting for good ideas, engaging with staff in the National Health Service (NHS) and local authority as well as the third sector to support social innovation and nurture a pro-innovation culture.
Too often, the talent, experience and appetite for working better amongst staff is mined not sufficiently, valued or developed.
skills and values of NHS staff and local enterprises are harnessed and channelled towards delivering sustainable solutions to address health and social care needs.
and develop staff, and to access capital; too many contracts place excessive risk on providers,
and develop staff, and to access capital; too many contracts place excessive risk on providers,
likely because staff have to be skilled multi to perform a variety of functions. Skills gaps within specialist skill sets-strategic use of IT,
Having under-skilled staff has a detrimental impact on organisations-often leading to an increase in the workload of other employees-and many employers,
means that strategic intentions cannot be realised fully. cxxxiii A survey of countries in the Western Balkans reports that finding well-qualified staff for long-term employment poses a key challenge in the NGO sector.
a scenario where many NGOS cannot afford to pay their staff regularly and do not register them to avoid paying taxes,
resulting in little chance to develop staff capacity and skills for sustainability; a tendency to hire staff on an ad hoc project basis,
resulting in high turnover rates. All of these factors are compounded by a weak culture of volunteering, which makes long term sustainability a challenge for the sector,
risks, management risks, staff benefits) 4. Cost effectiveness (cost savings, scalability, wider economic gains) The tool also makes explicit the strength of the knowledge base underpinning the assessments.
one which specifically focuses on social innovation both for front line staff and practitioners, and those involved in social innovation from businesses, the public sector and the grant economy.
Service users are responsible for all stages of the research process from design, recruitment, ethics and data collection to data analysis, writing up, and dissemination.
and have been transferred with remarkable results to the medical treatment of patients in the US. 8 17) Feedback systems from front line staff and users to senior managers and staff.
This could include front line service research to tap into the expertise of practitioners and front line staff
Ideas come from many sources, e g. citizens, service users, communities, front line staff, other sectors, or other countries.
The wing is now a permanent section of the clinic where staff and doctors can develop and prototype new processes for improving service delivery.
while allowing greater freedom of movement and freeing up financial and staff resources. The idea is to then refocus the prison day
which aims to generate new ideas from frontline staff through quality circles. These are usually based on the idea that frontline staff have better knowledge about potential innovations than PROPOSALS AND IDEAS 33 A Theatre of the Oppressed workshop in Philadelphia, USA, with Augusto Boal as the facilitator in the middle.
'called for a system of management that was based on collaboration between management and staff what he called, a system of‘profound knowledge'.
such as the World bank's Development Marketplace which seeks ideas from development practitioners and their own staff,
Allowing staff in an organisation to vote on which ideas and projects should receive early stage funding.
but to do so it involves those with some measure of private interests finance, staff, suppliers, and purchasers.
and the staff who carry them out. Yet the success of a social venture depends on an integration of the two.
Large commercial organisations have moved away from hierarchical organisations to models where there are relatively autonomous groups of front line staff, supported by the technical staff, and management.
and discipline to front line staff formerly supplied by hierarchical managers. The manager's task in this case is to assess variances in performance
and the relationships between a venture and its staff and volunteers. Conventional accounting takes little account of this intangible capital,
and with its own staff, board and volunteers. With many of them there will be formal agreements,
'Investing in human resources to ensure a social venture's openness is as important as investing in a building or machine.
as well as see the work of the employees and staff. It is always a useful exercise for a venture 4 76 THE OPEN BOOK OF SOCIAL INNOVATION to consider how it could best present its work
Developing its staff is important, not only for the venture itself, but to create a group of individuals able to put the ideas into practice more widely.
what is considered equitable with respect to all staff, volunteers, and the venture's beneficiaries. 144) Valuing the voluntary.
Diffusing demand The promotion of social innovation has tended to focus on the supply side and how innovations can be diffused among service providers through experts,
and diffuser of social innovation. 5 86 THE OPEN BOOK OF SOCIAL INNOVATION 160) Promotion and marketing of innovative services and programmes to encourage behavioural change.
Examples are the‘5 a day'campaign, the promotion of free smoking cessation services, and the new NHS campaign‘Change4life'which promotes healthy activities such as playing football,
and decides what he/she needs in terms of staff and equipment. The parent company supports the new company until it is financially sustainable only then can the old and new companies compete against each other.
or growing an organisation's innovative capacity by investing in the professional development of staff.
and employing some 1. 5 million staff. It is involved already heavily in innovation through investment in research and development on pharmaceuticals and medical instruments
The model is based on the premise that organisations often underestimate the potential value of innovations being developed by their own staff.
employing 90 staff plus another 60 in the summer months. It runs residential and day courses and is generally an animator of new environmental technology. 299) Innovation accelerators bring people together to quicken the initial stages of innovation.
Rewards can take the form of recognition, promotion or finance. 317) Appropriate risk management. Public agencies tend to be fearful of risk.
should be part of personal development plans. 319) Circuits of information from users to front line staff and senior managers.
But there are also many tools for encouraging staff to innovate, from managers to front line workers. 323)‘ Top slicing'departmental budgets for innovation, for example,
so that individuals can be transferred from failures to successes. 398) Accreditation, search and recruitment of public innovators by commercial headhunters or government agencies.
human resources and IT consulting services. 417) Philanthropic‘ebays'.'Philanthropic platforms such as Volunteermatch which help people find volunteering opportunities in their local area. 418) Donor platforms, such as Globalgiving, Altruistiq Exchange, Network For good, Firstgiving and Guidestar.
while exposing members of staff to new working cultures and experiences. Legislation and Regulation Grant-based organisations operate within a set of laws and regulations
And business has seen increasingly engagement in social issues as a source of new ideas, reputation, and recruitment.
We now have over 60 staff, working on over 40 ventures at any one time, with staff in New york and Paris as well as London and Birmingham in the UK.
This book is about the many ways in which people are creating new and more effective answers to the biggest challenges of our times:
Shortage of knowledge, skill, entrepreneurship The lack of suitable technical and managerial staff with sufficient knowledge and expertise is a major barrier.
Transformations bring additional challenges involving organization, staff training, and includes outsourcing non-core operations, changes in processes and systems,
use and promotion of standards sharing common solutions implementation of digital business ecosystems Investment/Costs Actions:
Thirdly, universities'capacity to generate technology has changed their position, from a traditional source of human resources and knowledge to a new source of technology generation and transfer,
which invented the contemporary format for the venture capital firm, building upon family investment firms with a professional staff.
p=1546&t=h401&l=en. 27 6. RELEVANCE OF TRIPLE HELIX SYSTEMS FOR KNOWLEDGE-BASED REGIONAL INNOVATION STRATEGIES Regional innovation policies have focused traditionally on the promotion of localized learning processes
and if a human resources attraction strategy is lacking15. Endogenous knowledge-based regional development strategies recognise that local factors,
Therefore, the promotion of measures that support the formation and consolidation of the spaces is essential in designing Triple Helix-based regional innovation strategies (see Section 8 for a discussion of such measures).
The policy implications arising from the adoption of a Triple Helix systems approach to innovation focus particularly on the promotion of measures that support the formation and consolidation of the Knowledge
Policy initiatives may also be directed at developing human resources for R&d in sciences and arts at national/regional level, improving the labour market for researchers,
entrepreneurs do not consider the different internal factors in their firms (competencies and know-how of the entrepreneur and his staff, personnel initiatives, personnel training, organized and spontaneous communication between units and individuals in the firm, etc.)
Self-reported time needed to deliver data (fte staff days...106 Table 5-3: Self-reported time needed to deliver data (fte staff days:
European vs. non-European institutions...106 Table 6-1: Focused institutional ranking indicators: Teaching & Learning...
transparent and comparable information would make it easier for students and teaching staff, but also parents and other stakeholders, to make informed choices between different higher education institutions and their programmes.
or field based rankings. student staff ratiograduation ratequalification of academic staffresearch publication outputexternal research incomecitation index%income third party fundingcpd courses offeredstartup firmsinternational academic
staff%international studentsjoint international publ. graduates working in the regionstudent internships in regional co-publicationinstitution 4institution 8--Institution 3-Institution 5-Institution 1--Institution
Targeted recruitment of relevant peer institutions from outside Europe should be continued in the next phase of the development of U multirank.
P*CPP/FCSM Citations-per-publication indicator (CPP) Quality of education Alumni of an institution winning Nobel prizes and Fields Medals (10%)Phds awarded per staff (6%)Undergraduates admitted per staff
(4. 5%)Income per staff (2. 25%)Ratio Phd awards/bachelor awards (2. 25%)Faculty student ratio (20%)31 HEEACT 2010
ARWU 2010 THE 2010 QS 2011 Leiden Rankings 2010 Quality of staff Staff winning Nobel prizes
divided by staff number (10%)Ratio international mix, staff and students (5%)Industry income per staff (2. 5%)International faculty (5%)International students (5%)Website http://ranking. heeact. edu. tw
/en-us/2010/Page/Indicators http://www. arwu. org/ARWUMETHODOLOGY2010. jsp http://www. timeshighereducation. co. uk/world-university rankings/2010-2011/analysis
students, potential students, their families, academic staff and professional organizations. These stakeholders are interested mainly in information about a particular field.
if we know that doctoral students are counted as academic staff in some countries and as students in others,
we need to ask for the number of doctoral students counted as academic staff in order to harmonise data on academic staff (excluding doctoral students).
Feasibility The objective of U multirank is to design a multidimensional global ranking tool that is feasible in practice.
and can it be applied with a favourable relation between benefits and costs in terms of financial and human resources?
Field-based Ranking Definition Comments 6 Student-staff ratio The number of students per fte academic staff Fairly generally available.
Sensitive to definitions of‘staff'and to discipline mix in institution. 7 Graduation rate The percentage of a cohort that graduated after x years after entering the program (x is stipulated the normal')time expected for completing all requirements for the degree times
International comparisons difficult. 9 Qualification of academic staff The number of academic staff with Phd as a percentage of total number of academic staff (headcount) Proxy for teaching staff quality.
and definitions of‘staff'10 Relative rate of graduate (un) employment The rate of unemployment of graduates 18 months after graduation as a percentage of the national rate of unemployment of graduates 18
Promotion of employability (inclusion of work experience) Index of several items: Students assess the support during their internships, the organization, preparation and evaluation of internships, the links with the theoretical phases 22 Student satisfaction:
Range of courses offered, coherence of modules/courses, didactic competencies of staff, stimulation by teaching quality of learning materials, quality of laboratory courses (engineering) 23 Student satisfaction:
referring to total staff (in fte or headcounts), total revenues or other volume measures. 62 Table 3-3:
However, focus on peer reviewed journal articles is too narrow for some disciplines. 4 Post-doc positions (share) Number of post-doc positions/fte academic staff Success in attracting post-docs indicates quality of research.
or ranking. 8 Number of art related outputs Count of all relevant research-based tangible outputs in creative arts/fte academic staff Recognizes outputs other than publications
staff) Frequently used indicator. However, research findings are published not just in journals. 12 Doctorate productivity Number of completed Phds per number of Professors (head count)* 100 (three-year average) Indicates aspects of the quantity and quality of a unit's research.
but dropped is‘Presence of research related promotion schemes for academic staff'.'A performance-based appraisal/incentive system (e g. tenure track system) may increase the attractiveness of an institution to strong researchers,
relative to fte academic staff Indicates appreciation of research by industry. Reflects successful partnerships. Less relevant for HEIS oriented to humanities, social sciences.
which the university acts as an applicant related to number of academic staff Widely used in KT surveys.
academic staff Reflects priority for KT. Input indicator, could also show inefficiency. Data are mostly directly available.
Not regarded as core indicator by EGKTM. 6 CPD courses offered Number of CPD courses offered per academic staff (fte) Captures outreach to professions Relatively new indicator.
8 Number of Spin-offs The number of spin-offs created over the last three years per academic staff (fte) EGKTM regards Spin-offs as core indicator.
Field-based Ranking Definition Comments 9 Academic staff with work experience outside higher education Percentage of academic staff with work experience outside higher education within the last 10
years Signals that HEI's staff is placed well to bring work experience into their academic work.
staff Indicator of (applied) R&d activities. Indicator only refers to the size of projects, not their impact in terms of KT. 13 Number of license agreements The number of licence agreements as a percentage of the number of patents Licensing reflects exploiting of IP.
Number of licences more robust than licensing income. 14 Patents awarded The number of patents awarded to the university related to number of academic staff Widely used KT indicator.
relative to fte academic staff See above institutional ranking. Differences in relevance by fields. Cultural awards and prizes won in (inter) national cultural competitions would be an additional indicator that goes beyond the traditional technology-oriented indicators.
and promote international mobility of students and staff, Activities to develop and enhance international cooperation,
Sensitive to relative‘size'of national language. 2 International academic staff Foreign academic staff members (headcount) as percentage of total number of academic staff members (headcount.
Foreign academic staff is academic staff with a foreign Considered to be relevant by stakeholders.
No clear international standards for measuring. 8 International academic staff Percentage of international academic staff in total number of (regular) academic staff See above institutional ranking 9 International
11 Joint international publications Relative number of research publications that list one or more author affiliate addresses in another country relative to academic staff See above institutional ranking,
and promotion schemes of the institution 18 See: http://classifications. carnegiefoundation. org/details/community engagement. php 75 acknowledge regional engagement activities?
How much does the institution draw on regional resources (students, staff, funding) and how much does the region draw on the resources provided by the higher education and research institution (graduates and facilities)?
relative to fte academic staff Reflects‘local'research cooperation. Data available (Web of Science), but professional (laymen's) publications not covered. 4 Research contracts with regional business The number of research projects with regional firms,
staff ZA, US AR, AU, CA, SA, US, ZA joint degree programmes AR AR, AU, CA, US international doctorate graduation rate
staff data: fte and headcount; international staff; income: total income; income by type of activity;
by source of income; expenditure: total expenditure; by cost centre; use of full cost accounting; research & knowledge exchange:
staff: fte and headcount; international staff; technology transfer office staff; income: total; income from teaching; income from research;
income from other activities; expenditure: total expenditure; by cost centre; coverage; research & knowledge transfer:
staff & Phd: academic staff; number of professors; international visiting/guest professors; professors offering lectures abroad;
professors with work experience abroad; number Phds; number post docs; funding: external research funds; license agreements/income;
Information on international students and staff, as well as on programmes in a foreign language was largely available.
Problems with regard to the availability of data were reported mainly on issues of academic staff (e g. fte data, international staff), links to business (in education/internships and research) and the use of credits (ECTS.
The definition of the categories of academic staff(‘professors'‘other academic staff')clearly depends on national legislation
Self-reported time needed to deliver data (fte staff days) Data collection tool N Minimum Maximum Mean Institutional questionnaire 26 1. 0 30
Self-reported time needed to deliver data (fte staff days: European vs. non-European institutions Data collection tool Europe Non-Europe Mean N Mean N Institutional questionnaire 6. 2 15
Comments show that this criticism refers mainly to issues concerning staff data (e g. the concept of full-time equivalents)
the control they exercise over their academic staff, and the legal norms on the assignment of intellectual property rights (IPR) over academic research results.
rating Feasibility score Data availability Conceptual clarity Data consistency Recommendation Student/staff ratio A a Graduation rate A b Qualification of academic staff
academic staff A b Percentage research income from competitive sources B b Art-related outputs per fte academic staff B c In Total publication output B b International awards
In general, the data delivered by faculties/departments revealed some problems in clarity of definition of staff data.
transfer A a Patents awarded**A b University-industry joint research publications*A a CPD courses offered per fte academic staff B b Start-ups per fte academic staff
B b Technology transfer office staff per fte academic staff B b Co-patenting**B A*Data source:
staff with work experience outside HE A b Joint research contracts with private enterprise A b Patents awarded**C C Out Co-patenting**B c Out Annual income from licensing B c
publications*A a Percentage of international staff B A Percentage of students in international joint degree programs A b International doctorate graduation rate B A Percentage foreign degree
A a-B Opportunities to study abroad (student satisfaction) A b International orientation of programs A b International academic staff B A-B International joint research publications
In order to test alternatives means of measuring percentages of international staff, we used different definitions in the institutional
The 131 institutional questionnaire referred to the nationality of staff; the level of staff with foreign nationality was easy to identify for most institutions.
In the field questionnaires, the definition‘international'referred to staff hired from abroad. This excludes foreign staff who were hired from another institution in the same country rather than from abroad.
Some universities had difficulties to identify their international staff based on this definition. Regional engagement 6. 2. 5up to now the regional engagement role of universities has not been included in rankings.
There are a number of studies on the regional economic impact of higher education and research institutions,
and in many non-metropolitan regions they play an important role in the recruitment of higher education graduates. 6. 3 Feasibility of data collection As explained in section 5. 3 data collection during the pilot
institutional and field-based questionnaires were implemented with different features (e g. definition of international staff). This procedure helped us to judge the relative feasibility of concepts and procedures.
And we believe that there are opportunities for the targeted recruitment of groups of institutions from outside Europe of particular interest to European higher education.
Beyond these two factors a diverse range of particular institutional issues came into play including competing claims on the time of the staff concerned
and changes in these key staff. Nevertheless for a pilot study a completion rate of 109 of 159 (69%)is more than respectable.
sorted by indicator‘research publication output student staff ratio graduation rate qualification of academic staff research publication output external research income citation index
%income third party funding CPD courses offered startup firms international academic staff%international students joint international publ. graduates working in the region student internships in local enterprise
& Learning Research Knowledge transfer international orientation Regional engagement student staff ratio graduation rate qualification of academic staff research publication output external
research income citation index%income third party funding CPD courses offered startup firms international academic staff%international students joint international publ. graduates working in the region
low student satisfaction scores regarding the support by teaching staff in a specific university or program is relevant information,
In addition access to and navigation through the web tool will be made highly user-driven by specific‘entrances'for different groups of users (e g. students, researchers/academic staff, institutional administrators, employers) offering specific information
recruitment could be reinforced, at which point the inclusion of these important peer institutions will hopefully motivate more institutions to join U multirank.
such as staff data (the proper and unified definition of full-time equivalents and the specification of staff categories such as‘professor'is an important issue for the comparability of data),
The testing of national data systems for their pre-filling potential and the development of suggestions for the promotion of pre-filling are important steps to lower the costs of the system for the institutions.
If we take into account the response rate of institutions in the pilot phase the inclusion of 700 institutions in the institutional and 500 in each field-based ranking appears realistic. 6. Targeted recruitment of higher education institutions outside Europe.
Communication and recruitment drive. The features of and opportunities offered by U multirank need to be communicated continuously.
Since the success of U multirank requires institutions'voluntary participation a comprehensive promotion and recruitment strategy will be needed,
requiring the involvement of many key players 160 (governments, European commission, higher education associations, employer organizations, student organizations).
-filling opportunities (including EUMIDA cooperation) Pre-filled questionnaires Coordination with national rankings 06/2012 12/2012 12/2012 Roll out Invitation Targeted non-European recruitment
Fixed and variable cost factors STEP FIXED COST FACTOR VARIABLE COST FACTOR Methodological developments and updates Staff demand Cycle of revision/update of concepts
Intensity of stakeholder involvement Communication activities Staff demand Number of countries and institutions covered Intensiveness of communication (written only, electronic, workshops etc) Implementation of (technical) infrastructure Basic
IT Indicators/databases used (e g. license costs) Development of a database Staff Basic IT costs Provision of tools for data collection Staff Basic IT costs (incl. online survey systems
and databases Data analysis Staff Number of countries and institutions covered Range of indicators and databases License fees of databases (e g. bibliometric) Publication Staff Basic IT costs Features of web tool
to present results Information services for users Staff Basic IT costs Number of countries and institutions covered Range of indicators and databases Scope of information services Internal organization
the design and development of information packages on ranking and the dissemination of the outcomes as well as the staff time needed to do this.
Staff time is the key cost. Meeting costs for the Board and the Councils: honoraria and travel and subsistence costs.
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