integrating critical analysis of current and previous work with future-oriented methodologies, new actionable knowledge and continual stakeholder participation.
The project provides advice to stakeholders on how to foster Social Entrepreneurship and Social Innovation;
and beyond to improve the social inclusiveness of society through greater stakeholder engagement, promotion of civic capitalism and changes to social service provision through a. investigation of key processes within social enterprises for delivering inclusion
2) persistent multi-stakeholder constellations;(3) the mobilisation of multiple resources. Against the update of structural data, the project will test these hypotheses on the qualitative impacts of the Third Sector in terms of capital building (e g. social networks,
On the other hand, the temptation of stakeholders and practitioners to summarise complex and sometime elusive processes (e g. sustainability, single market policy, etc.
and combination of variables into a meaningful composite indicator under a fitness-for-purpose principle (involvement of experts and stakeholders is envisaged at this step).
and stakeholders is envisaged at this step). To check the quality of the available indicators. To discuss the strengths and weaknesses of each selected indicator.
or may be subject to controversy among stakeholders. Ultimately, the users of composite indicators should assess their quality and relevance.
as well as the next, should involve experts and stakeholders as much as possible, in order to take into account multiple viewpoints and to increase the robustness of the conceptual framework and set of indicators.
Alternatively, participatory methods that incorporate various stakeholders experts, citizens and politicians can be used to assign weights.
Allows all stakeholders to express their preference and creates a consensus for policy action. Implies the measurement of concern (see previous discussion on the Budget Allocation.
Average value per case is indicated in the box. 7. 3. 2. Analysis 2 In this analysis it is assumed that the TAI stakeholders have agreed on a linear aggregation system.
In fact, it might be argued that the choice of the aggregation system is to some extent dictated by the use of the index and by the expectation of its stakeholders.
For instance, if stakeholders believe that the system should be non-compensatory, NCMC would be adopted. Eventually
If a composite indicator were to exacerbate disagreement among stakeholders, who would otherwise have been willing to accept a scoreboard,
This raises the question of the real interests of the many stakeholders in the smart grid.
Similarly, the need for action from various stakeholders seems to vary, with Eastern europe expecting more action from banks
such as accountants, must be considered carefully by the European commission and other stakeholders. Owing to the limited management and resource capacity of small firms, the SME sector is highly reliant on external advice.
Banks are therefore a crucial stakeholder that ought to engage in the development and growth of a SME e-invoicing agenda.
not only can they fulfil the need for effective coordination of the multiple stakeholders that need to be involved through setting up national e-invoicing forums (such as banks, industry representatives and SMES),
and addressed by the industry and other stakeholders. Internet is the fastest growing retail channeleuropa. eu (2009),
or by involving key suppliers and other related stakeholders. Map and measure resource inflows and outflows from the company.
Quick wins Engage key partners and stakeholders: this may produce interesting opportunities for new eco-innovative solutions,
materials and processes to key internal and external stakeholders in R&d. Subscribe to sources of information on emerging technologies
diverse concepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented. Choose whether to pursue patents to protect the novel function,
or new business models driven by environmental considerations will require approaches outside of normal day-to-day R&d processes with dialogue with a range of stakeholders including customers,
and ongoing communications with customers and other stakeholders can identify new opportunities for eco-innovation.
Test stakeholders'responses and attitudes surrounding environmental aspects. Engage existing and potential customers, as well as other stakeholders, in conversations through a variety of media.
Use positive and negative feedback to improve business/product development and promotional strategies. Benchmark your product (s) against competitors on environmental aspects, alongside function, cost, pricing
How can stakeholders be rewarded for adopting and promoting pro-environmental behaviour? Eco-innovate products and services Eco-innovate!
and other stakeholders environmental awareness and understanding may help to reveal business opportunities or threats.
The analysis of the interplay between governments, NGOS, development agencies, industry and social enterprises is called multi-stakeholder analysis. It would be incorrect to see social innovation as a new or isolated concept or as a disruptive innovation.
national governments and other stakeholders active in the collective awareness projects and social innovation projects. 4 OLD POWER NEW POWER Currency control,
The IA4SI methodological framework is based on a quali-quantitative multi-stakeholders approach, which engages projects coordinators,
they will select their stakeholders and end-users in this way describing who will benefit from the project outputs 3. Thirdly,
a report for the use of European stakeholders, including citizens. These actions will make possible to better evaluate the investments made so far;
but that ultimately it is stakeholder engagement that makes the difference to sustainable social innovation.
it includes and involves stakeholders representing the many different sectors and parts in society, and often businesses coming from different regions.
It is the result of five meetings held between September 2009 and May 2010 and the participation of numerous industry stakeholders
'but the puzzle has to be completed by involving the stakeholders and taking account of market needs
and streamline communication with stakeholders, thus avoiding the‘spontaneous disorder',in which too many funding tools appear sub-additive rather than self-reinforcing. f) Coordinating innovation and research policy with other EU policy objectives already at the budget allocation stage,
Figure 4 below shows the results of a recent survey of stakeholders, in which more than 96%of the surveyed respondents considered that lack of access to finance innovation
Figure 4. Key barriers to access to finance according to stakeholders Source: http://ec. europa. eu/enterprise/policies/innovation/files/swd effectiveness. pdf A NEW APPROACH TO INNOVATION POLICY IN THE EUROPEAN UNION 15 Box 1. Key enabling
and streamline communication with stakeholders, thus avoiding the current‘spontaneous disorder',in which too many funding tools appear sub-additive rather than self-reinforcing.
stronger interaction of European Standardisation Bodies with fora and consortia, researchers and industry stakeholders; and more coordination between the European Standardisation System and global standards. 42 In addition to the recommendations of the EXPRESS group (and those that will come from an upcoming study on IPR and standardisation),
In terms of development, standards should ideally be developed by all affected stakeholders. They also need to be based on a solid consensus:
Public and private stakeholders use rankings to guide their decisions about funding allocations. What started out as a consumer product aimed at undergraduate domestic students has now become both a manifestation and a driver of global competition and a battle for excellence in itself.
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.
Rankings enjoy a high level of acceptance among stakeholders and the wider public because of their simplicity and consumer-type information.
in order to have the provisional outcomes of their work validated by invited key experts and stakeholder representatives.
Outcomes (1) Comprehensive overview of users and uses A comprehensive survey of stakeholders and their requirements, prepared as part of the working paper on users
Unintended consequences of assessment exercises, be it that stakeholders make decisions contrary to the original objective (s) pursued,
and attended by some twenty external experts and representatives of stakeholder organisations, and 15 officials from DG Research and other Commission services.
and specifically into the recommendations to stakeholders set out below. RELEVANCE OF THE FINAL REPORT TO POLICY DEVELOPMENT AND THE DESIGN OF FUTURE RESEARCH ASSESSMENT EXERCISES The report is designed as a guide for Users of the outcomes of assessments of university-based research
and other stakeholders, based on the principles outlined in this report; Invest in developing a shared information infrastructure for relevant data to be collected,
enabling diverse users and stakeholders to design fit-for-purpose assessment scenarios, methodologies, and instruments;
and governments and other stakeholders are asking questions and requiring evidence of value-for-money. Attention is shifting to mechanisms to assess and benchmark the quality and performance of university teaching and learning,
Universities should communicate the relevance of their research to society and their stakeholders, and respond to calls for greater transparency, accountability and comparability.
universities and other stakeholders. University rankings have become an increasing influence on the higher education landscape since US News and World Report began providing consumer-type information about US universities in 1983.
Despite these concerns, international evidence suggests rankings are having a positive and perverse influence on decision-making by a growing number of stakeholder groups.
Drawing on the experience of rankings and existent research assessment exercises, Table 2 presents a comprehensive survey of the wide range of stakeholders and uses to
it is used often by other stakeholder groups for very different purposes. This is evident in the way the media often reinterprets
This arises from the need to assure stakeholders that publicly-funded university research is valuable
Willingness of external stakeholders to use and/or pay for research is a useful indicator of its anticipated contribution to innovation and the economy.
university-university, university-external stakeholder, national, European or international. Doctoral Completions The number Phd and equivalent research doctorates and,
Development of both the Research Quality Framework (RQF) and the Excellence in Research for Australia (ERA) involves extensive consultation to ensure procedural fairness, transparency and acceptance by key stakeholders.
Stakeholder esteem indicators can show how research is viewed by the wider community. 4. Integrate self evaluation as a useful way to include the research community pro-actively in assessing their own contribution,
Believes that the Multidimensional Research Assessment Matrix provides the optimum basis for strategic decision-making by government and government agencies, universities and other stakeholder organisations;
The latter can be captured by involving key stakeholders and end-users directly in review panels or in written assessments.
There is a strong requirement of procedural fairness and transparency and acceptance by key stakeholders. The Government will report outcomes for each university by Fields of Research at the twodigit and four-digit levels,
and institutions located in developing countries and also to third parties (economic, industrial, political or cultural stakeholders) in their own community.
Given the expansive range of stakeholders in higher education, including students and their families, academic staff, institutions, governments,
and the scholarly capacity of academic staff works toward giving ARWU a relatively solid level of credibility among a broad array of higher education stakeholders, in particular, researchers and policymakers.
lack of clarity regarding the specific cost-benefit to each of the stakeholders (payers, physicians, patients) resulting in‘conflict'with regard to
which of the stakeholders should foot the bill; absence of financial rewards (particularly for the physicians,
and the lack of a strategic organisational process to develop the commitment of all of the stakeholders.
Partnership and collaboration with clinicians and other stakeholders have also been demonstrated to be a critical factor in the successful implementation of health IT.
and to raise the awareness of the important stakeholders: national and regional administrations and decision makers and also 31/38 Best practices in transport infrastructure financing 1/23/2013 The Baltic Institute of Finland/BSRP Transport Cluster the awareness
Additionally, a number of regional initiatives aim at developing the planning capability together with the most important regional stakeholders.
and evaluation mechanisms Consultations in NUTS-2 regions about the strategy documents In depth interviews (82) with stakeholders+workshops were organised during the process Synthesising the regional S3 strategy documents
Relevant stakeholders are to be involved in the implementation stage as members of advisory board (national and/or regional,
a regional and national social consultation is planned to reinforce participation of the regional stakeholders What is needed (in the short and medium term) to develop
and other stakeholders may have. In addition, they have a role to play in creating the mechanisms to allow for the effective integration of all the system stakeholders.
The role of the goods and services producers is to render operative the solutions generated in the research process Particularly in the case of technological solutions,
The first stage in the travel through the circuit is composed of the recognition of a problem by the affected population or other stakeholders.
to become stakeholders in new online and offline social networks, encouraging strong and positive relationships between people from different backgrounds in the workplace, in education and within neighbourhoods to do things for themselves as‘digital pioneers'with a mutual aid ethos.
The extent to which stakeholders create user confidence through adequate privacy and security protections will play a key role in accelerating
while at the same time increasing value for patients and reevaluating the whole care process by bringing patients, the main stakeholder, into the fold.
This kind of innovation of transferring some power and responsibility to the stakeholders galvanises the process and puts the individual, rather than the condition or the health-care system, into the centre of the debate.
The involvement of the private sector underscores the value multi-stakeholder partnerships can add, and shows the vested interest the private sector has in the Education system
if a holistic approach is taken with multi-stakeholder partnerships at the heart of effective education. 110 http://en. wikipedia. org/wiki/Personalized learning 115 Vignette:
ATC21S ATC21S is a multi-stakeholder partnership to define learning progressions for 21stcentury skills, create innovative assessment methodologies,
individual stakeholders would not be able to solve it on their own. The Advisory board includes PISA OECD, IEA, UNESCO and the World Economic Forum.
The World Economic Forum defines a multi-stakeholder partnership in the e-schools context broadly as a partnership that exists
Most of these are examples of multi-stakeholder partnerships. Here several collaborative social innovation processes are evident, notably consultation
was drawn up based on the Europe 2020 Strategy and with the participation of all the Catalan Government ministries as well as economic and social stakeholders.
and which are accepted widely by governments and economic and social stakeholders. Taking into account both the headline targets and the seven flagship initiatives established in the Europe 2020 Strategy and the needs of the Catalan economy,
however, the effective and efficient implementation of these policies depends on the action of other stakeholders (other public authorities, employers'organisations, companies, trade unions, workers'associations, etc..
Noting the will expressed by economic and social stakeholders and the parliamentary groups, the Catalan Government reaffirms its conviction of the need to build, within the framework of institutional agreement,
ECAT 2020 also builds on the experience gathered from the two previous Strategic Agreements in Catalonia between the Catalan Government and economic and social stakeholders 3. 1. The Europe 2020 Strategy The Europe 2020 Strategy,
These proved to be valid tools for cooperation between the Government and economic and social stakeholders.
On 16 february 2005, the Catalan Government and economic and social stakeholders signed the Strategic Agreement for the Internationalisation, Quality of Employment and Competitiveness of the Catalan Economy.
but in many cases they can only be put into effect in cooperation with other stakeholders (other public authorities, employers'organisations, companies, trade unions, workers'associations, etc.).
and widely accepted by both state and regional governments and economic and social stakeholders. The ten defining components 1. Government leadership and dialogue with economic and social stakeholders is vital.
Agreement will strengthen moves to adapt the production model to a more competitive system generating sustainable growth
and all economic and social stakeholders. 6. ECAT 2020 will be monitored annually, with an interim assessment report drawn up in 2015.
and dialogue through commissions formed by different stakeholders. These bodies are: Catalonia 2020 Strategy 15-An institutional commission, the highest body for monitoring ECAT 2020, formed by representatives from the organisations that endorse the strategy;
-Monitoring commissions, formed by representatives from the ministries involved and by economic and social stakeholders;
Economic and social stakeholders should also play a major role in this sphere. In order to ensure that the labour market operate adequately,
The initiative takes the shape of a public-private network that coordinates all stakeholders committed to launching new business projects.
To this end, economic and social stakeholders should undertake to focus collective negotiation on increasing productivity within the Catalan economy. 6. 2. 3. Improving job quality and conditions of employment In order to foster
Government measures in this regard should be supported by economic and social stakeholders, who should foster job quality and security and spread prevention culture amongst Catalan businesses.
in cooperation with employers'organisations and social stakeholders, the Government also provides advisory services on SME funding. 6. 3. 1. Improving companies'access to finance In view of the difficulties that companies encounter these days with regard to obtaining access to credit,
and coordinate all stakeholders committed to establishing new business projects. 6. 5. 1. Introducing entrepreneurial values in the education system According to the European Charter for Small Enterprises,
which all stakeholders add value to products and services (collective know-how). The Web and the social networks give products and services new functionalities,
other innovation stakeholders with the analytical framework and tools for evaluating the strengths and weaknesses of regional policies and regional innovation systems.
28 Appendix B Stakeholders consulted...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.
and the legitimacy of the regional innovation agency and increasing efforts to establish linkages with new stakeholders. 2 This report calculates with HUF/€ exchange rate of 250 for the years 2004-2007;
Competition among the stakeholders for authority i e. for power to decide about the allocation of scarce resources proved an effective barrier of joint initiatives and of the design and implementation of a RIS.
If regional stakeholders remain committed to the strategic mid-term improvement of the regional innovation performance, they have to align their forces
Representatives of INNOREG, similarly to those of other RIAS can only hope their network would be sustained and their in depth knowledge of both the regional innovation stakeholders (their network capital) and of the regional innovation specifics,
innovation policy stakeholders (at all levels) have failed to do so. As a consequence of their lacking vision (and mid-term strategy) and of the failure to position this regional unit in the national innovation system,
Nonetheless analysts and the interviewed policy stakeholders acknowledge that regional innovation performance has been inferior to its potential.
and an appropriate mid-term strategy conceived in partnership with regional level stakeholders. At the regional level, involvement in strategy design and implementation should be intensified.
CH's innovation policy stakeholders have to become more proactive, launch bottom-up initiatives, and contribute to the positioning of the region both at the national level and internationally.
the development of the capital is perceived (by stakeholders in other regions) to be at the expense of the rest of Hungary (a zero sum
Hence, the main challenges identified below will not include the usual challenges that otherwise also apply e g. the necessity of 1) increasing stakeholders'commitment to innovation;
(i e. that support should be channelled into regions characterised by relatively strong innovation actors rather than granted to stakeholders in relatively weaker regions) include the above average absorption capability of CH,
According to regional stakeholders these shortcomings have been especially significant in CH and they have prevented the design
7 Competition among the stakeholders for authority i e. for the power to decide on the allocation of scarce resources proved an effective barrier of joint initiatives and of the design and implementation of a RIS.
7 This is practically a unanimous opinion of all interviewed stakeholders (including the ones responsible in principle for the design and implementation of the strategy,
During the first years of its activity, INNOREG started to establish linkages with the main regional innovation stakeholders,
stakeholders, with the representatives of other Hungarian RIAS and with international stakeholders. Despite a more or less diversified portfolio of events and actions, neither the term coordination, nor strategy implementation applies to INNOREG's activity:
Stakeholders in the pole cities could instead submit project proposals and apply for funding from various OPS of the New Hungary Development Plan.
and stakeholders who submitted tender applications occasionally made reference to the newly conceived pole strategies, OP-based Pole Programme implementation was fragmented obviously and partial.
and the development of a knowledge-based economy opened up never-before-seen opportunities for regional innovation stakeholders.
CH's stakeholders trying to receive funding for their RTDI related efforts were channelled thus effectively towards OPS.
According to stakeholders who read the unofficial first draft of the new national innovation strategy (no official first draft has been published yet) regional aspects of innovation are mentioned not in the national strategy. 11 Representatives of INNOREG,
and their in depth knowledge of both the regional innovation stakeholders (their network 10 The Council, established by Government Decree No. 1279/2010,
It tries to involve all possible stakeholders and improve thereby its lobbying power and multiply its network linkages. 17 National Office for Research
which prevents them functioning as a stakeholder in partnership-based governance of regional innovation. Instead of being the main coordinating and supporting actors of regional innovation,
Regionally decentralised Innocheck programmes provided indirect support to stakeholders'innovation efforts (the programme promoted small and micro-sized firms'demand for innovation services in the form of innovation vouchers that could be used to purchase of innovation
Direct support for regional innovation stakeholders'RTDI activities was granted by several CHOP measures either under headings referring directly to the support of market oriented R&d activities,
one supported regional stakeholders'innovation efforts, the other granted support to the commercialisation of SMES'R&d results.
specifically to the development of e-commerce targeted at regional stakeholders. Human resources The regional innovation policy mix does not target human resources in terms of supporting higher education institutions'education activity.
CH innovation stakeholders can also access JEREMIE funding instruments. JEREMIE, i e. Joint European Resources for Micro to medium Enterprises is an initiative of the European commission together with the European Investment Bank
Innovation stakeholders'participation in international projects X X X Improvement of regional innovation culture X X X BGP=Baross Gábor Programme
and had established linkages with major regional, national and a number of international stakeholders, their existing knowledge assets and their enhanced activities have failed to produce the expected synergy effects. 22 Secondly,
Both INNOREG and its founding organisations (and also other innovation/development policy stakeholders within CH and in Hungary, at the national level) had outdated an old
what 22 This was shared the opinion by several of the interviewed stakeholders (No. 2, 4,
regional innovation policy was considered obviously inefficient, by all stakeholders. In fact, policy failed to produce the expected synergies,
It has built a dense network of linkages and accumulated in depth knowledge about regional innovation stakeholders
and raising awareness among stakeholders of innovation issues, including previously non-innovating regional SMES. It is worth noting that according to the interviewed stakeholders this was their main ambition:
hence if success is the function of the fulfilment of ambitions, this activity was really successful.
Innocheck also proved highly efficient in terms of raising stakeholders'awareness of the importance of non-technological innovations,
the interviewed stakeholders unanimously opted for the Central Hungarian Innovation Prize (CHIP) founded by INNOREG.
Stakeholders'selection is motivated neither by the availability of credible evidence of success, nor by the strategic orientation and real innovativeness of the scheme but rather by the fact that this was the only scheme established at the regional level.
and regional stakeholders were simple intermediaries in these programmes. CHIP was founded jointly by INNOREG and the Central Hungarian Regional Development Council in 2007.
The idea of establishing a similar prize at the regional level was criticised first by national innovation stakeholders,
Innovation stakeholders'participation in international projects; and Technology-oriented entrepreneurship. INNOREG's policies have focused mainly on the promotion of regional innovation culture (section 3. 1). Other policy initiatives included project generation:
The innovation activity of regional stakeholders was targeted specifically by the Economic Development Operational Programme (EDOP),
according to the interviewed stakeholders EU Structural Funds co-financed policy schemes provide by far the largest amount of support to regional innovation objectives.
which national innovation policy stakeholders could discuss it with the representatives of business and academia.
The main success factors of the‘pole programme'were the activity and the ambitions of stakeholders in the three selected sectors.
even if according to stakeholders the project cofinancing type coordination i e. the lack of a targeted national programme that would fund the implementation of the programme was an important deficiency. 3. 6 Future orientations
innovation policy stakeholders (at all levels) have failed to maximise the impact of policy intervention. As a consequence of a lacking vision (and mid-term strategy) and of the failure to position this spatial unit in the national innovation system,
the spontaneous development of stakeholders was not reinforced by policy levers. Deficiencies in strategy design and implementation
and implemented in a partnership-based process with regional stakeholders. In the case of knowledge-intensive capital regions where national innovation activity shows a high concentration
CH's innovation policy stakeholders have to become more proactive, launch bottom-up initiatives, and contribute to the positioning of the region both at the national level and internationally.
the HEI-and the PRO-based regional innovation stakeholders to pursue their activities within an increasingly centralised system:
/studies/pdf/2010 technological change. pdf 30 Appendix B Stakeholders consulted 1. Zoltán Hantos, vice-president of CHIC, Central Hungarian Innovation Centre (5 october 2011) 2
To improve regional stakeholders'awareness of and commitment to innovation; To carry out a range of innovation management services
and about the main stakeholders: organisations, institutions and private persons. Integration of these data into the countrywide information system. 2. Evaluation and registration of innovation centres, incubator houses and technology centres. 3. Information provision about funding opportunities for innovative SMES,
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