In practice, this means the promotion of entrepreneurship across the board. While successful companies will constitute the new specialisation of the country/region INNOVATION-DRIVEN GROWTH IN REGIONS:
There are also important synergies and complementarities between smart specialisation and cluster policy (e g. promotion of cross-sectoral collaboration and entrepreneurial processes and place-based interactions4 between actors and institutions)
capital, human resources. Trade theory as elaborated by 19th century economist David Ricardo and expanded in the 20th century by Hekscher and Ohlin also tells us that countries tend to specialise in the production of goods where they have a comparative advantage.
For example, in Estonia, the rapid growth of RDI requires a higher number of skilled human resources than currently available.
have seen the benefits of increasing the absorptive capacity of their staff inside the regional governments for an efficient self-discovery process.
i) improve the absorptive capacity of the socioeconomic stakeholders (including public staff and SMES) and;
such as, public procurement policies oriented towards the promotion of innovation and the development of new markets:
Additional governance challenges include increasing the absorptive capacity of key actors and staff inside the regional governments
i) stimulating the entrepreneurial spirit of its staff and students; ii) providing advice and services to SMES;
Neighbouring research institutes also provide support to research and technology development, education and human resource development, business incubation and promotion.
The main stimuli of related industry growth were local strategic industry promotion programmes of the central government and establishment of related institutes in the region since the late 1990s.
The most important was to establish photonics industry research and promotion institutes and technology extension centres.
The central government's strategic industry promotion programmes were utilized also for local industrial planning exercises,
Since the inauguration of the photonics industry promotion in Gwangju, the average annual growth rate of production, number of employees and companies are 19.2%,9. 6%and 5. 0%respectively.
Currently, Gwangju cooperates with the neighbouring provinces of Jeonnam and Jeonbuk as part of central government's Leading Industry Promotion program.
which considered local technological capabilities, human resources among other characteristics. The LED sector focused on domestic demand
When photonics promotion began, research institutes with core R&d capacities and expensive common equipment were crucial
At the regional, national and international levels, issues were found for cluster promotion such as intensifying networks and financing of commercial activities and product development.
Important Strategic developments regarding Human resources are the creation of the School of Aeronautic Engineers, school of Aircraft Maintenance Technicians and blue-collar yearly training programmes,
and human resources to reach national targets for the year 2023. Priority Setting Method for the Automotive Sector The automotive sector is one of eight sectors identified as priority areas in the recent STI Strategy document namely the National Science, Technology and Innovation
SEMIP has helped industry increase confidence in approaching research organisations for collaboration Promotion of liveability: A skilled workforce is a fundamental aspect of driving economic growth, especially in high tech manufacturing or research.
Furthermore, four inter-branch thematic networks in the fields of human resources, logistics, design and media and energy-efficiency are supported.
(i e. networking and cluster promotion activities, consultancy, qualification) are measures related to R&d co-operation and technology transfer.
and innovation and economy promotion agencies, owned by majority by Upper Austria, have been organized under the common roof of the newly founded Upper Austrian Innovation Holding Gmbh.
and ii) a significant improvement in the quality of staff inside the Regional Authority and intermediaries such as JIC or RDA to manage
iii) human resources; and iv) internationalisation. Strategic goals and activities were proposed for each priority axis . In order to ensure proper implementation of the strategy,
Human resources: i) SOMOPRO is a program offering 3-year incoming grants for distinguished researchers and grants for re-integration of research expats;
Scarcity of skilled human resources is currently and likely to remain a bottleneck for sustaining the rapid growth of RDI in Estonia.
lack of economies of scale or critical mass in many areas of research and in particular, is evident in the availability of human resources, especially in knowledge intensive sectors.
If the promotion of joint projects is to be improved, the provision of attuned/coordinated innovation promotion instruments is an essential requirement for the realisation of innovations
and hence exerts a direct influence on the innovation dynamics of the capital region Within the implementation of innobb on the cross-border level,
On the other hand-it is peculiar to the Basque political structure-the important role assigned to the Provincial Councils of Alava, Bizkaia and Gipuzkoa in fiscal policy with important roles in economic promotion and development.
and the SPRI (Society for Industrial Promotion and Restructuring); ii) public funding of the technology centres;
public and private R&d, good business location, networks, financing, acquisition, export and trade promotion, support to start ups etc.
such as public procurement policies oriented towards the promotion of innovation and the development of new markets, an especially relevant instrument in policies with a transformative goal.
What is the share of international staff in scientific/creative positions? How many co-operations with other international lead institutions does your region have?
new managerial and marketing approaches, renewing the informational system and human resources training1. Key words: innovation, Romanian SMES, performance, entrepreneurship I. RESEARCH ISSUES
%and human resources training (13.46%).%We also highlight the relative low percentage of companies where the absence of innovative approaches was noticed (21.18),
and marketing approaches new informational system human resources training Figure 1. Innovation activities within SMES Analyzing innovation activities in Romanian SMES by size classes (table 1),
new informational systems and human resources training increase together with the enterprises'size. 2009 International Association of Computer science and Information technology-Spring Conference 978-0-7695-3653-8
and marketing approaches 14.25%18.18%21.85%4 New informational systems 11.50%17.58%18.49%5 Human resources training 11.38%16.97%18.49%6 No innovation activities 27.13
and the human resources training are observed in a higher proportion in constructions (22.58%and 32.26), %the interest for new informational systems is more well-marked in services (17.29)
%New informational systems 12.89%12.90%14.38%2. 63%11.23%17.29%Human resources training 12.00%32.26%10.63%23.68%9. 89%16.12%No innovation activities
%new/improved informational systems (13.77%)and human resources training (13.46) %and in 21.18%of the companies innovative activities didn't exist.
having a staff component of more than five and less than 30, making a profit and expanding in terms of infrastructure and growth (Nieman et al,
He went on to say managers should take advantage of different methods for staff encouragement to innovate. 2. 7. 3 Size and Age of the Organisation Size
Ettlie and Rubenstein (1987) in support stated that for radical innovations they required additional funds for technical work, capital investment for plant and equipment, marketing and promotions.
Organisational Factors Several studies have discussed the influences of a variety of organizational characteristic variables such as quality of human resources, top management s leadership skills, organizational support, organizational
In support, Tornatzky and Fleischer (1990) postulated that qualified human resources were helpful to adopt innovations because of their competent learning and innovative capabilities.
They said the quality of human resources was an essential factor influencing technical innovation. Organizational ties helped SMES to establish their network.
The Directive 2009/33/EC on the Promotion of Clean and Energy efficient Road Transport Vehicles requires that energy use
Directive of the European parliament and the Council on the Promotion of Clean and Energy efficient Road Transport Vehicles, Directive 2009/33/EC, Brussels. European commission (2010a:
Overlapping knowledge across individuals is crucial to ameliorate internal transfer while diversity of knowledge elicit‘learning and problem solving that yields innovation'(Cohen and Levinthal, 1990, p. 133).
Conversely, the staff with a lower level of education relies more on their own knowledge. In firms, innovative competencies do not depend exclusively on executive staff.
Technicians are also crucial actors of product/process innovations in SMES. They differently conceive the innovative activity
Research (WZB) Andy Smith, Earth Ethics Rainer Züst, ETH WBCSD staff Michael Rulon Ross Stevens (Project Director, seconded from Dupont) WBCSD resources
percentage of entrepreneurs and staff trained...23table 13: with whom do you discuss innovation?..29table 14:
which is assimilated subsequently by other staff through communication and training. Both are easier when the knowledge gap within the sector is small
and number of staff, using the definition of the Government of Indonesia), age and legal status,
but when needed meetings were conducted with more than 1 staff of the organization. Meetings lasted about two hours
2 staff of a financial institute and 2 university staff were interviewed. The information was counterchecked with information from active members of associations and interviews of 3 key researchers on innovation in small firms, clusters and handicrafts in Yogyakarta province.
starting a gradual shift towards export promotion. From 1983 to 2002 export grew by 27%a year (Wie et al 2006.
staff numbers and total staff (in-house and subcontracted; see table 3). 82%all exporters are owned locally.
980 Staff number 81 16 25 Number of workers at subcontractors 311 32 68 Staff in-house
annual turn over, staff number, staff of subcontractors. Table 4: innovation level (likert scale) by firm size 0 0. 5 1 1. 5 2 2. 5 3 3. 5 4 2
#6), asking your staff to cut 5 pages in one time instead of 1 (resp.##8), re-organising the management structure (resp.#
#9), improving human development management such as bonuses and staff appraisal (resp.##11) or more regular quality control of subcontractors (resp.#
annual turn over, staff number, staff at subcontractors. Table 8: perceived newness of products IHS Working Paper 27.2013.
The case of home accessories in Yogyakarta, Indonesia 17 Impact of innovation Innovation significantly results in an increased number of products and buyers, better quality of staff, cost reduction and increased quality of products,
3) Staff training. 4) Active involvement of staff in innovation processes. The impact of the indicators on innovation and their association is given in annex 3,
table 3 and 4. The indicators were computed into a new variable that measures assimilation capacity.
They build the capacity of their staff through training and bonuses. As resp.##14 notes:‘
the fundamental problem is that subcontractors have low staff capabilities. It explains why no firm has been able to manage very large or complex orders.
S=Staff Training dummy; D=number of departments dummy; DS=discuss with staff dummy; CD=capacity of designers dummy;
B=capability to balance innovation dummy. T he first stands for potential absorptive capacity and the second for realized absorptive capacity.
175 2 Staff number 0. 006 3 Secondary school completed dummy 0, 822 4 Other position 0, 972 Insignificant entrepreneur level variables:
ownership, age, combine material, staff of subcontractors, annual turn over. Willingness to take risks is not a significant indicator,
The impact of staff number is however marginal (ß=0. 006. The level of absorptive capacity differs significantly between exporters, high level subcontractors and low level subcontractors,
63%of all firms send their entrepreneur and/or staff to training, often provided by the government in association with university staff and associations.
In addition, many entrepreneurs train their own staff, as they are better aware of specific trends and technologies than training providers.
Training takes place on a wide range of topics, indicating that the sector moves forward in a balanced manner (see table 12).
46%of all firms report a large increase in quality of staff, 49%a moderate increase and 5%no increase.
percentage of entrepreneurs and staff trained Entrepreneur Staff Product design 35 26 Marketing 40 23 Management 25 22 Technologies 14 10 Other
Exporter Subcontractor Combination Total Staff 83,3%56,1%70,0%66,0%Buyers 76,7%69,6%80,0%72,9%Subcontractors 43,3%8, 8%30,0%21,6
as many staff graduated from one of the 70 universities. They are seen as too theoretical to directly benefit the sector,
4 Firm characteristics Staff number (mean) 13 39 91 Annual Turn over (US$, average last 5 years) $39, 535 $436, 886 $995,
travelling, a departmental structure, staff training, internal discussion and capacity of designers. Especially the ability to balance product, process
Kojima C,"Batik Industrial Value Chain and Global Promotion of Yogyakarta Province: Constraints and Opportunities"(Student working group, 2010.
385/,003 Capacity of designer. 554/.024 Staff training. 497/.048 Capacity of staff. -306/.086 Capacity of management. 000/.999 Discuss innovation with staff (dummy.
035/.862 ANOVA test significance of. 000 IHS Working Paper 27.2013. Innovation in SMES. The case of home accessories in Yogyakarta, Indonesia 45 Table 4:
association of assimilation indicators (V-Cramer/significance) Train staff Having departments Discuss innovations with staff Constraint:
capacity staff Train staff X. 631/.000.335/.004.215/.035.044/.663.191/.059 Dep'ts 631/.000 X. 412/.002 Discuss. 335/.004.412
capacity staff Constraint: access to finance Invest X. 353/.000.408/.000.131/.426.120, /488.124/.466 Borrow. 5/.000 X. 629/.000.269/.028.140/.379.215/.101 Business plan. 577/.000.629/.000 x. 304/.026.220/.183.101/.795 Constraint:
The ITS action on promotion of multimodal journey planners is a common action with the Commission's Action Plan on Urban Mobility. and Transport Siim Kallas, ITS Conference, 22 june 2010.>>
'European commission Vice-president and Commissioner for Mobility Promotion of the development of national multimodal door-to-door journey planners, taking due account of public transport alternatives,
and their interconnection across Europe Promotion of multimodal journey planners 1 33 I N t E L L I G E N t t R A n s P O R
development and increased use of smart road http://ec. europa. eu/information society/activities/esafety/index en. htm http://www. icarsupport. eu Promotion of deployment of advanced driver assistance systems
if relevant, their retrofitting in used ones Promotion of advanced driver assistance systems and safety-related ITS>AC T ION 3. 1>A c T I O N 3
supporting the European commission ITS Action Plan, for the'promotion of multimodal journey planners‘(Action 1. 5). Coordinator:
/2009 Website www. i-travelproject. com Trip advisors Another important direction for ITS research is the promotion of multimodal door-to-door journeys,
The low number of new doctorate graduates and persons completed tertiary education in human resources; in funding:
while establishing coherence with their public services (e g. provision of services regarding human resources shall be uninterrupted). By 2020 the key participants of the national innovation system will be significantly reinforced through the active support of RDI policy
and human resources of basic research are available and the financing conditions are ensured. In addition to recognizing and encouraging scientific excellence,
The stable position in the international competition is guaranteed by the high quality of human resources. 2) This requires such a high-quality training
and advancement of their co-operation. 3) The development of content service. 4) The promotion of digital literacy supporting innovation and creativity and the increase in private computer and mobile penetration. 39 vision
Primarily the opportunities lying in the more efficient utilization of the existing resources shall be used in the initial 37 The funding of targeted development of human resources (talent management,
it has a low degree of human resources. The connection between the two sectors is weak and incidental
Its main function is to support the development of human resources. The current rules are included in regulation (EC) No 1081/2006 effective since 1 january 2007.
and participate in their promotion in one part of or during their whole-according to their working schedule-compulsory working time.
it determines the long-term needs for human resources thus providing guidelines on determining the direction of training
System-dynamical approach 28 ábra National level Human resources human and social capital Science system research capacity The development of the economy and the markets absorption capacity
human resources and other soft factors Conditions of the factor market II.:physical infrastructure and other hard factors 50 The shortcomings inherent in the SWOT analysis have been eliminated by expert consultations and analyses.
27,818 1. European Research Council 15,008 2. Future and Emerging Technologies 3, 505 3. Marie Curie actions for skills development, training and career development
effect of reducing brain drain (effect of attracting human resources of high professional level; publications; national and international patents...
The related human resources form an integral part of RIS that enable the professional operation, use and services.
management and human resources situation ensures the operation in accordance with the above mentioned criteria. 89 annexes The number of active groups important from the Hungarian viewpoint
BERD by funding sources, 2007-2011 12 2. Human resources in Research & development 13 Figure 10: Total research personnel (headcount and FTES), 2003-2011 13 Figure 11:
Human resources in R&d (2011) There were over 19,000 research personnel in the business sector, a 21 per cent increase since 2009 and more than 14,000 full time equivalents (FTES.
13 2. Human resources in Research & development This section focuses on personnel in R&d in the business sector between 2003 and 2011.
R&d personnel includes researchers (Phd qualified and other) technicians and all other R&d support staff.
, 000 10,000 15,000 20,000 25,000 2003 2005 2007 2009 2011 All research and development staff FTES All research and development staff (headcount) 6, 013
The following staff increases were observed between 2003 and 2011: the number of Phd qualified researchers increased more than threefold from 467 to 1,
18,000 20,000 2003 2005 2007 2009 2011 Phd qualified researchers Other researchers Technicians Support staff FORFÁS BERD 2011/2012 ANALYSIS
2007 2009 2011 Phd qualified researchers Other researchers Technicians Support staff 6, 305 6, 749 6, 022 6, 986 8
and staff ICT training. 97 (See Figure 12) Figure 12: Average of 4 indicators of ICT use (1-7, where is 7 highest use;
and PAGE 28 THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION JUNE 2014 whether promotion of the former through higher tariffs or other restrictions (like on cross-border data flows) will be detrimental to the latter.
Human resources, Open, excellent and attractive research systems as well as Finance and support. Firm activities capture the innovation efforts at the level of the firm,
Sweden, Finland, Ireland and United kingdom score best in Human resources; Denmark, The netherlands, Sweden and United kingdom reach top positions in Open, excellent and effective research systems;
The differences in performance across all Member States are smallest in Human resources, where the best performing country (Sweden) is performing more than three times as well as the least performing country Malta.
While Human resources and openness of the European research system have seen the highest growth in innovation performance
followed by growth in Human resources. Looking at individual indicators, Community trademarks contributed most to the increase of the innovation performance,
‘Human resources'includes 3 indicators and measures the availability of a highskilled and educated workforce. The indicators capture New doctorate graduates, Population aged 30-34 with completed tertiary education
Denominator Years covered ENABLERS Human resources 1. 1. 1 New doctorate graduates (ISCED 6) per 1000 population aged 25-34 Eurostat Eurostat 2004
The 1st column in Table 2 also shows that the spread in performance across all Member States is smallest in Human resources (1. 82%)and Economic effects (2. 19%.
for Human resources between the Innovation leaders and followers and between the Moderate and Modest innovators, for Open, excellent and effective research systems and Linkages & entrepreneurship between the Innovation leaders and followers and for Intellectual assets between the Moderate
Innovation Union Scoreboard 2014 13 Human resources (Enablers) In the first dimension Human resources Finland and Sweden, two of the Innovation leaders, perform best,
1. 43%Variance across all Member States Human resources Low (1. 82%)-Research systems High (5. 88%)-Finance
Member States'performance in Human resources 14 Innovation Union Scoreboard 2014 Open, excellent and effective research systems (Enablers) In Open, excellent and effective research systems
Also in Human resources (2. 3%)and Intellectual assets (2. 1%)growth has been relatively strong. In Human resources performance has increased most for New doctorate graduates (2. 8)
%and Population aged 30-34 with completed tertiary education (3. 6%).Growth in Intellectual assets is driven mostly by a strong performance increase in Community trademarks (6. 9)
Denominator Most recent year Date not available for ENABLERS Human resources 1. 1. 1 New doctorate graduates (ISCED 6) per 1000 population aged 25-34 OECD, Eurostat OECD,
Current performance EU27 BE BG CZ DK DE EE IE EL ES FR HR IT CY LV LT LU HU ENABLERS Human resources 1
EU27 MT NL AT PL PT RO SI SK FI SE UK TR IS NO CH RS MK ENABLERS Human resources 1. 1. 1
Growth performance EU27 BE BG CZ DK DE EE IE EL ES FR HR IT CY LV LT LU HU ENABLERS Human resources 1
85 EU27 MT NL AT PL PT RO SI SK FI SE UK TR IS NO CH RS MK ENABLERS Human resources 1. 1
Performance scores per dimension HUMAN RESOURCES RESEARCH Systems FINANCE AND SUPPORT FIRM INVESTMENTS LINKAGES & ENTREPRENEURSHIP INTELLECTUAL ASSETS INNOVATORS ECONOMIC EFFECTS EU 0, 583 0, 539 0, 558 0, 417 0, 550
The Human resources dimension includes 3 indicators and measures the availability of a high-skilled and educated workforce.
) 2010 MAIN TYPE/Innovation dimension/indicator COMMENT Data source Reference year (s) latest year used for IUS 2010 ENABLERS ENABLERS Human resources Human resources
or user characteristics these are product innovations), New media or techniques for product promotion (i e. the first time use of a new advertising media, a new brand image, introduction of loyalty cards, etc),
and high levels of autonomy among staff, and their unique requirements, mean they often remain unconvinced of the potential gains from ICT.
and staff put great effort into maintaining multiple systems. These factors all contribute to suboptimal outcomes.
staff frustration, and outcomes below expectation. The focus must shift from automation of clinical work to innovation;
an attitude survey of doctors, nurses and allied health staff in clinical directorates. J Health Serv Res Policy 2005;
and also overall numbers of staff may be small even after eight years of operation, Facebook has only 3, 200 staff yet 800 million users (Waters, 2012).
Third, as illustrated by these numbers, the rate of growth owing to network effects can be extremely high.
By starting in the USA, Amazon also benefitted from more relaxed privacy laws labour laws that allowed flexibility in employing staff according to the needs of the business
and fire staff as needed was a key factor in its early survival and perhaps restricted its start-up location to the USA.
producing a source of high quality staff from academic research. Looking more widely, KUKA illustrates how Europe has gained a critical mass of intensity in robotics research
This is shown in the use of university staff and even students to introduce robotics through business cases and technical integration services, at reduced costs to new users.
and so can leave a trace through the rest of working life, making the search for funding difficult in some Member States.
DG Enterprise and Industry (2009), Making Public Support for Innovation in the EU More Effective, PRO INNO Europe paper no. 13, European commission, Commission Staff Working Document
In the early days, interviews for new staff were protracted and could go on for many months. There was an acid test the airplane test that asked how would you feel
which provided a source of skilled staff for Skype. Luxembourg was an attractive location for the official headquarters,
With this approach, E Ink avoided the need for far larger capital injections, for production facilities and staff, of the order of billions of dollars.
This good fortune led to a company heavy with staff, needless jobs many layers of management and generous employee benefits.
MA in January 2011 the company employed 657 full-time staff, of whom 304 were in research and development, 156 in operations, 78 in sales and marketing and 119 in general and administration.
90%of its staff are engineers. It is noteworthy that in 2006 the company made an appearance on the BBC TV programme Dragon's Den a reality show with entrepreneurs pitching to real business angel investors.
Starting with minimal staff, Amatec now has over 50 employees, with a major focus being the combination of vision and force.
The company operates with a 101 small permanent core of only four staff but has currently 16 subcontractors and a rapidly mounting volume of project work.
and thirty international institutions they consider excellent for the recruitment of graduates. They are asked also to identify from which disciplines they prefer to recruit.
http://www. topuniversities. com (last accessed 01.02.2012) 33 excellent for the recruitment of graduates. They are asked also to identify from which disciplines they prefer to recruit.
The majority of data have been added by S3 Platform staff and a minority by policy makers themselves.
'if it generates sales revenue or employs one or more staff during that year (Hungarian Central Statistical Office).
to be clear as regards promotion of broadband. The Europe 2020 strategy, and its flagship initiative Digital Agenda for Europe, seek to:
School Staff Professional Development...18 3. 4 Area 4: Research...21 3. 5 Area 5:
the areas that were perceived as the most relevant for mainstreaming ICT-ELI across Europe were School Staff Professional Development, Infrastructure and Assessment.
School staff professional development Teachers are key agents for change and the importance of professional development has been emphasized.
School Staff Professional Development relates to several other areas (e g. Organisation and leadership, Connectedness, Infrastructure.
Infrastructure is also highly related to other areas, such as School Staff Professional Development and Connectedness. There is still a need to narrow digital divides
School Staff Professional Development; Research; Organisation; Connectedness; and Infrastructure. Chapter 4 draws general conclusions on the policy recommendations.
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure (Figure 2). CCR multidimensional concept 7 areas of policy recommendations Figure 2:
but they were merged into School Staff Professional Development area; Leadership and Values and Organisation have been merged into Organisation and Leadership area of policy recommendations.
School Staff Professional Development; 18 http://europa. eu/legislation summaries/education training youth/general framework/ef0016 en. htm 19 http://ec. europa. eu/digital-agenda/en/08-mainstreaming-e-learning
School Staff Professional Development In a snapshot: There was a consensus among the stakeholders involved in the development
school staff professional development is a crucial factor. The data analysis of the online consultation (Table 5) also confirms the importance of the School Staff Professional Development for mainstreaming ICT-ELI as the statements in this area were evaluated the highest compared to other areas (see more in Section 3. 8). Policy
-and decision-makers should recognise the key role of teachers, among other stakeholders, in guiding and implementing ICT-ELI
School Staff Professional Development policy recommendations Policy-and decision-makers could empower teachers to play the role of agents of change by:
and invest in continuous professional development provisions that empower school staff to take the ownership of innovation.
Investing in structures, such as national and/or transnational inter-linked portals, to aggregate learning opportunities on a large scale (e g. learning resources for School Staff Professional Development) and exchange knowledge
5. 65 47.8 Connectedness 5. 58 45.4 Content and curricula 5. 52 39.2 Research 5. 52 37.2 As seen from the table, School Staff Professional Development,
More than 6 out of 10 respondents evaluated all recommendations for School Staff Professional Development very high.
which belong to the cluster School Staff Professional Development (13,14, 15,16, 17), three from the cluster Organisation and Leadership (29,30, 31), one from Infrastructure (57) and one from Research (21).
For instance, only digitally-competent teachers (see School Staff Professional Development) are able to use ICT infrastructure efficiently for innovating teaching and learning practices.
School Staff Professional Development; Research; Organisation; Connectedness and Infrastructure. 4. Policy actions are needed (at local, regional, national,
please write them down. 7. The following recommendations refer to School Staff Professional Development. Please evaluate how relevant is each of the recommendations for further developing and mainstreaming ICT-ELI.
If you have additional policy recommendations concerning School Staff Professional Development please write them down. 8. The following recommendations refer to research.
Investing in structures, such as national and/or transnational inter-linked portals, to aggregate learning opportunities on a large scale (e g. learning resources for School Staff Professional Development) and exchange knowledge
Hanyang Cyber University, South korea Kampei Hayashi Japan Society for the Promotion of Science Panagiotis Kampylis JRC-IPTS Paul Kelley Science+Technology in Learning, United kingdom
School staff professional development policy recommendations-frequency distribution(%)1 2 3 4 5 6 7 Cumulative (6 and 7) Investing significantly in updating Continuous
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure. The number and variety of the recommendations provided depict the complexity of ICT-ELI
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011