These actors range from social entrepreneurs and enterprises to amateur scientists, International organisations, NGOS and private foundations,
such as the so-called social enterprises The concept is simple but its implementation requires innovative thinking and processes.
The OECD provided a definition of social enterprises in 1999. Social enterprises are organisations taking different legal forms in different countries
which are organised in an entrepreneurial spirit and pursue both social and economic goals. p. 9). Social enterprise refers to any private activity conducted in the private interest,
organised with an entrepreneurial strategy but whose main purpose is not the maximisation of profit but the attainment of certain economic and social goals,
social enterprises and social entrepreneurship; corporate social responsibility; community capacity building; study visits, events, international conferences,
and publications are the output of these activities. 24 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES BIBLIOGRAPHY Antonella Noya (ed.)(2009) The Changing Boundaries of Social Enterprises, Paris:
Partners for Progress, Paris, OECD OECD (1999) Social Enterprises, Paris: OECD (also available in French and Spanish) 25 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES CHAPTER 2. FOUNDING ELTERN-AG-OUR EXPERIENCES AS SOCIAL ENTREPRENEURS Meinrad M
NESTA researches and explores all of the different parts of the innovation system from innovation capital and market incentives to knowledge creation and enterprise incubation.
and supporting social enterprises and new models of public service delivery, developing metrics and methods for social innovation and researching ways in
services and a social enterprise incubator to support new approaches to healthcare. NESTA's research work supports these practical interventions and builds on the research,
which means‘houses made of natural materials'is a social enterprise that has a direct-linkage business model from forest to houses.
This new innovation policy approach includes also a general shift from planning oriented policies focusing on innovation inputs towards a more flexible, enterprise oriented policies focusing on market developments.
and policies supporting the development of in-house competencies, both in private enterprises and public organisations.
An innovative, enterprise-friendly government is another requirement one that not only supports innovations in every possible way,
For instance one can think of clusters dedicated to social entrepreneurship (as it is being initiated for instance in the South of France) or social enterprise incubator.
including media enterprises, willing to pay to use the system to write stories. The company's ambition is for the algorithm to write every story for an audience of 121 one.
Reporters need to focus more on rigorous, enterprise and investigative reporting. As journalism scholar Peter Laufer (2013) notes, journalists should slow down.
Using structural equation modeling on a sample of 397 small and medium-sized enterprises (SMES),
and Olsen 1999), further and ongoing investigation of these relationships in the context of small and medium-sized enterprises (SMES) is warranted given the dramatic 204 JOURNAL OF SMALL BUSINESS MANAGEMENT advancement of IT that has shifted SMES
Small and Medium-Size Food Enterprises in a Concentrated Industry Environment, Journal of Small Business Management 44 (1), 64 80.
The Contingency Theory of‘Fit'and IT Implementation in Small and Medium Enterprises, Journal of Computer Information systems 45 (3), 88 95.
A Dynamic Model of Enterprise System Innovation, International Journal of Information management 26,59 69. Kohli, R,
Managing Innovation in French Small and Medium-Sized Enterprises, Journal of Small Business Management 37 (2), 106 114.
Sources of Small and Medium Enterprises Excellent Business Performance in a Service Orientated Economy, Journal of Services Research 5 (1), 5 20.
funding rates for enterprises and research institutions according to national and EU funding guideline Orders to experts to produce studies on specific topics 40 DE:
Enterprise Estonia (www. eas. ee), Archimedes Foundation (www. archimedes. ee) and the Estonian Science Foundation (www. etf. ee.
Enterprise Estonia is a large institution within the national support system for entrepreneurship, providing financial assistance, advisory, cooperation opportunities and training for entrepreneurs, research establishments, public and third sector.
Enterprise Estonia: Business and regional development promition; -Ministry of Education and Research (www. hm. ee:
/id=11925 Estonian Competition Authority www. konkurentsiamet. ee Enterprise Estonia www. eas. ee Estonian Science Foundation www. etf. ee Estonian
and strategy by asking a wide range of stakeholders (enterprises, energy companies, municipalities, building and construction, end-users) for feedback.
such as established charities and social enterprises. We've tried to explore who the people and organisations working on DSI are,
Government and public sector organisations, businesses, academia and research organisations, social enterprises, charities and foundations and grassroots communities) 2. The way these organisations are supporting DSI (for instance,
Social Enterprise Charity or Foundation, Business, Grass roots Organization or Community Network, Academia and Research, Government and Public sector. 2 Project Type:
digital fabrication and micro enterprises. 28 Growing a Digital Social Innovation Ecosystem for Europe MAKERS MOVEMENT Maker Fairs are interesting expressions of this new form of networking events
facilitating and expanding communities Democratizing access to emerging technologies SOCIAL ENTERPRISE CHARITY OR FOUNDATION BUSINESS GRASS ROOTS ORGANIZATION OR COMMUNITY NETWORK ACADEMIA AND RESEARCH GOVERNMENT AND PUBLIC SECTOR 193 182 153 118 55 Number of organisations (Total 701) Case study
in order to help small and medium-sized enterprises. DSI should also create new specific instruments for social entrepreneurship.
The platform specialises in supporting community enterprises, creative startups and charities. Another example is Spacehive,
Journey to effective assessment and metrics http://ec. europa. eu/enterprise/policies/innovation/files/social-innovation/strengthening-social-innovation en. pdf Guide to Social
. uk/open-data-challenge-series 44 http://ec. europa. eu/enterprise/policies/innovation/policy/social-innovation/competition/45 http://en
-make-decisions Growing a Digital Social Innovation Ecosystem for Europe 97 73 http://ec. europa. eu/enterprise/policies/innovation/files/social-innovation/strengthening
relatively substantial resources are invested in the early stages to pick up ideas that have the potential to become new enterprises,
Potential actors relevant to the RIS3 process span from public authorities to universities and other knowledge-based institutions, investors and enterprises, civil society actors,
The most important types of organisation that need to be involved in the RIS3 process are public authorities, universities and other knowledge-based institutions, investors and enterprises, civil society actors,
managerial leadership (the people who manage the'enterprise function'in the public, private and third sectors;
2003) 36 and Technopolis (2011) 37 36 Asheim B.,Isaksen A.,Nauwelaers C. and Tötdling F. 2003), Regional innovation policy for small-medium enterprises
increased quality of production Increase of research activity in a region Research subsidies to enterprises or universities/research centres Increase in research expenditure in firms, increase in patents or publications Improved innovation performance,
Number of new enterprises created in the region, number of enterprises having adopted a new technology, number of staff reporting new working behaviours, etc.
Increase rate of productivity in regional SMES Increased share of turnover based on innovation, increased export share, new products on the market
Clusters, Innovation friendly business environments for SMES, Research infrastructures, centres of competence and science parks, Universities-enterprise cooperation, Digital agenda, Key enabling technologies, Cultural
and existing enterprises to innovate and develop. The support should aim to increase the innovation capacity of SMES
It is relevant for the regional authorities to adapt their offer of support services to the demand of the different types of enterprises:
and especially micro-enterprises, are heavily dependent on their regional environment where proximity plays a key role for innovation,
covering all phases of enterprise creation and development, and a link to European activities that support SMES in setting up or joining cross-border knowledge networks
supporting entrepreneurship spirit and enterprise creation and development; enhancing innovation support for existing SMES; building capacities in innovation agencies and SMES by spreading information on new tools to support innovation in SMES
46 http://ec. europa. eu/small-business/funding-partners-public/finance/index en. htm 47 See for example the Lead Market Initiative of DG Enterprise and Industry at:
http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/48 http://www. europe-innova. eu/web/guest/home 49 http
interconnecting SMES through the Enterprise Europe Network and in particular via brokerage events, platforms, survey mechanisms, Internal Market information, etc.
Useful links and further information Enterprise Europe Network52; Support services based on direct customised assistance: o the IPR Helpdesk provides information on intellectual property issues related to FP753;
59 For the 2014-2020 programming period, the European commission has proposed establishing a Programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises (COSME.
and sustainability of the Union's enterprises, including the tourism sector, o encourage an entrepreneurial culture
p=9 eranet 52 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 53 http://www. ipr-helpdesk. org/54
http://www. china-iprhelpdesk. eu/55 http://ec. europa. eu/enterprise/sectors/ict/key technologies/index en. htm 56 http://ec. europa
. pdf 74 o improve the framework conditions for the competitiveness and sustainability of Union enterprises,
Science parks provide the advanced infrastructure on which research-intensive enterprises rely, besides the location factor, often in close proximity to a university.
Advisory services for the improvement of the economic and environmental performance as well as the climate-friendliness and resilience of the farms, forest enterprises and rural SMES,
research, education and can increase the attractiveness of regions in terms of human resources and 98 http://ec. europa. eu/enterprise/sectors/ict/key technologies/kets high level group en. htm 99 http://ec. europa
. eu/enterprise/sectors/ict/files/communication key enabling technologies sec125 7 en. pdf 100 http://ec. europa. eu/research/horizon2020/pdf/proposals/com (2011) 811 final
In this respect, the Europe Enterprise Network could provide assistance in organising matching events or assist in coordinative actions106;
104 http://creativebusiness. org/themes/magazeen/favicon. ico 105 European Cluster Observatory, www. clusterobservatory. eu 106 Enterprise Europe Network, www
. enterprise-europe-network. ec. europa. eu 92 Perform benchmarking activities to better understand the positioning of the region in the sector of CCIS in comparison to other EU regions.
The world is flat and all elements of an enterprise value chain can be located anywhere in the world through FDI or outsourcing;
Today, even high added-value elements of the enterprise value chain (i e. R&d&i, support services, access to finance, design) can be produced outside OECD countries.
For the 2014-2020 programming period, the European commission has proposed establishing a Programme for the Competitiveness of Enterprises and Small and Medium-sized enterprises (COSME.
and globally. 112 111 http://ec. europa. eu/enterprise/policies/sme/market-access/files/com 2011 0702 f en. pdf 112 http://ec. europa. eu/cip/files/cosme
In the area of structural funds, financial instruments have been set up to support enterprises, urban development, energy efficiency and renewable energies through revolving funds.
Together, the European commission and the EIB are 113 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 114 http://www. margueritefund. eu
and entities of all sizes and forms, including corporations, midcaps, small and mediumsized enterprises, special-purpose companies, public-private partnerships and joint ventures, research institutes, universities, science
and enterprises commercialising their results and services). A new RSFF facility to provide loans and leases to SMES and smaller midsized firms,
116 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 117 http://www. eib. org/attachments/press
which can be invested either in the form of equity, loans, guarantees or other forms of repayable investments in enterprises, mainly SMES, public private partnerships, urban development projects;
Joint European Resources for Micro to Medium Enterprises is an initiative of the European commission's Directorate General for Regional Policy (DG REGIO) developed together with the European Investment Fund
and food processing enterprises, rural nonagricultural micro-and tourism businesses, or in legal or natural persons carrying out specific investment activities in rural areas, in accordance with the relevant rural development programmes.
and mediumsized enterprises (SMES), protecting and improving the environment and promoting sustainable communities, and supporting the establishment of a sustainable, competitive and secure energy supply.
credit lines to banks and financial institutions to help them to provide finance to small and medium-sized enterprises with eligible investment programmes
For the 2014-2020 programming period, the European commission has proposed the establishment of a Programme for the Competitiveness of Enterprises and Small and Medium-sized enterprises (COSME.
europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/publicproc en. htm 128 http://ec. europa. eu/internal market/publicprocurement/docs/indicators2009 en. pdf 104
129 http://ec. europa. eu/enterprise/policies/sme/business-environment/public-procurement/105 The ERDF permits the strategic combination of investments in R&d&i capacitybuilding with demand
Enterprise Europe Network141) and other bodies that can assist in developing demanding specifications; To invite and guide procurers to join forces with others,
id=7633 137 http://www. enprotex. eu 138 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm
. eu/inno-grips-ii/article/fostering-innovation-through-public-141 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 142 https
http://cordis. europa. eu/fp7/ict/pcp/home en. html 147 http://ec. europa. eu/environment/gpp/index en. htm 107 The Enterprise
/lang=en 155 http://www. london. gov. uk/rp/156 http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/pp
-conf2 en. htm 157 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm 108 Green growth Why should green growth
and support innovative social enterprises. Social innovations are innovations that are social in both their ends and their means.
There is a risk of it being hampered by insufficient knowledge, limited support of grass roots, social enterprise and social entrepreneurship activities
For example, social enterprises may not have as easy an access to finance from banks as other enterprises.
It can also play an important role in the modernisation and transformation of the public sector and public services, through cooperation with social enterprises, NGOS and civil society,
incubation facilities can be provided for social enterprises and citizens'initiatives as well as measures to stimulate the development
and scaling-up of social enterprises aiming at the creation of social value. Public sector is central in the delivery of many services of social and economic value.
innovation enterprises. In this respect the European commission has launched the JASMINE scheme. JASMINE, the Joint Action to Support Micro-finance Institutions in Europe.
and to finance easier for social enterprises. Co-initiators of the SBI are DG Enterprise and DG Employment, Social affairs and Inclusion.
Early December, the Commission proposed the Regulation on European Social Entrepreneurship Funds. 169 DG Enterprise has mobilised CIP funds for social innovation.
CIP funds will create a social innovation prize, exploit the development of incubators for social enterprises,
and organise a conference on workplace innovation in cooperation with the Flemish government. They are also coordinating the Social Innovation Europe Initiative,
EN HORIZON 2020 WORK PROGRAMME 2014 2015 7. Innovation in small and medium-sized enterprises Revised This Work Programme was adopted on 10 december 2013.
26 1-Establishing services Enhancing the innovation management capacity of SMES in the Enterprise Europe Network...
The innovation capacity of industry depends not only on large enterprises with market power but crucially on ambitious entrepreneurs and small enterprises aiming for radical innovations and fast growth.
Horizon 2020 and the Competiveness and SME programme (COSME) will be the major instruments to provide direct support and a favourable environment for growth of SMES.
and to access specific financial instruments for technology and innovation based enterprises. The domains of major activities of the COSME programme are:
feasibility of concept and the like to establish a solid high-potential innovation project aligned to the enterprise strategy and with a European dimension.
Bottlenecks in the ability to increase profitability of the enterprise through innovation shall be detected and analysed during phase 1 and addressed during phase 2 to increase the return in investment in innovation activities.
and phase 2. This service will be accessible via the Enterprise Europe Network and delivered by a dedicated coach through consultation and signposting to the beneficiaries.
established support services assist mainly clearly defined technical projects within single enterprises. Public support pays much less attention to the creation of favourable ecosystem for SME innovation in which public enterprises, SME intermediaries, direct and indirect customers, end-users,
suppliers and enterprises with complementary skills are encouraged to collaborate for radical innovation that may not yet be described
and formulated as project. Emerging innovation trends help SMES overcome some of the size disadvantages they face.
The Enterprise Europe Network present in all European regions and co-financed by them and the Member States is expected to play an important role for catalysing such development processes.
The development of new industrial value chains calls for the collaboration and integration of different innovation actors, including large enterprises and especially SMES, across different sectors towards the implementation of a joint vision.
12 Information (e g. results from ongoing studies and expert analyses) will be made available via a dedicated web-site on EUROPA (http://ec. europa. eu/enterprise/index en. htm) HORIZON 2020
http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial-policy/intellectual-property-rights/index en. htm HORIZON 2020 WORK PROGRAMME 2014-2015
and cooperation structures with intermediaries (like the regional consortia of the Enterprise Europe Network and system of National Contact Points for the different parts of Horizon 2020) and other relevant organisations enabling them to provide initial guidance to SMES.
Coordination and support actions Pending the recommendations of an evaluation of the current IPR helpdesk the action might be implemented by a call for tender 14 http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial
Managing Intellectual Property rights (IPR) is a difficult task, especially for Small, Medium and Micro Enterprises (SME) or individual inventors.
Such enterprises or individuals frequently do not have the knowledge or human resources to effectively use
As appropriate, the activities should be provided jointly with business support service providers,(e g. the Enterprise Europe Network,
http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial-policy/intellectual-property-rights/index en. htm HORIZON 2020 WORK PROGRAMME 2014-2015
However, it becomes evident that only a small number of enterprises using the platform have already the skills to draw full benefits from the opportunities.
make such new services accessible for enterprises in sectors that are typically not yet benefitting from innovation support;
and bring together already a critical mass of enterprises and innovation stakeholders. Establishing such platforms will not be supported.
but not limited to the services of Enterprise Europe Network is enhanced. Resources in public innovation support are reoriented from information and brokerage functions
It will be delivered in cooperation with the Enterprise Europe Network which will initiate, broker and monitor the coach-SME relationship as well as provide participating companies with access to the wider Network service offering.
either participating in the consortium or as third party enterprises, mainly SMES. This topic allows for the provisions of financial support to third parties in line with the conditions set out in part K of the General Annexes.
1-Establishing services Enhancing the innovation management capacity of SMES in the Enterprise Europe Network Lack of innovation management capacity is recognised as an important barrier to creating economic impact (competitiveness, growth and jobs
The Enterprise Europe Network is a European-wide network of public public-private and private providers of support services to SMES established for the period 2008-14 under the Competiveness and Innovation Framework Programme (CIP.
The Enterprise Europe Network is a therefore a suitable structure to introduce services Enhancing the innovation management capacity of SMES
The services will be provided in the current Enterprise Europe Network in the year 2014 and as distinct element of the Enterprise Europe Network (2015-21.
under the Enterprise Europe Network established for the period 2008-2014 2000 SMES across Europe shall receive a 7-day service package that includes an innovation management capacity assessment,
2, 000‘service package assignments'shall be allotted to the coordinators of the Enterprise Europe Network consortia.
They shall be reimbursed according to the same system of annual productive hours used in the framework partnership agreement of the Enterprise Europe Network consortium.
the coordinators of the 2008-14 Enterprise Europe network projects on behalf of the regional and national consortia.
The detailed list of coordinators and maximum grant amounts is provided on the Enterprise Europe Network website (http://een. ec. europa. eu). Timeframe:
Service provision in 2015/16 2015/16 will be the first phase of operation of a renewed Enterprise Europe Network.
The legal base for the COSME programme foresees that the Enterprise Europe Network could be used to deliver actions addressing SMES from other EU programmes under the condition that these programmes provide the necessary additional funding.
The Enterprise Europe Network for the period 2015-21 will be established through an open call for proposals to be published in late 2013 in the COSME programme.
or a key compatible with the key used for the operations of the Enterprise Europe Network under COSME.
HORIZON 2020 WORK PROGRAMME 2014-2015 Innovation in SMES PART 7-Page 28 of 35 Countries not participating in the COSME programme will be invited to propose the establishment of Enterprise Europe Network
Specific grant under the framework partnership awarded to the Enterprise Europe Network following the 2014 call under COSME.
and SMES'demand is priced frequently out by the high daily rates paid by large enterprises for high-quality consulting.
First, by providing a capacity building environment for the innovation advisors (staff of Enterprise Europe Network) that work in regions with a weakly developed consulting base and no own assessment and consulting tools;
In an increasing number of regions the initial introduction in the context of the Enterprise Europe Network of the described action should lead to integration of the toolbox in regional innovation support.
tools to support the enterprise in identifying gaps and building-up internal capacities for reverse innovation and others.
Enterprise and industrial innovation opportunities, in terms of products, services and organisational innovation, and innovation processes are getting more diverse by the integration of advanced IT and internet.
Even in the enterprises themselves, in particular in SMES, the concept of innovation is focused often overly on product and technological innovation while strategic changes in market presence (the'sales,
Enterprises no longer want to exploit only knowledge developed at home in foreign markets, but seek to source new ideas and technologies worldwide and to tap into knowledge generation and the pool of scientists and qualified workers in third countries.
enterprises innovate specifically for these markets building on local expertise and inventiveness. Seizing an opportunity in third countries can,
This development is driven mainly by large enterprises and especially multinational firms, but not exclusively. More and more young, fast-growing SMES are established with an international business concept("Born Globals")that rely on an international innovation network.
including more small and medium-sized enterprises (SMES). By supporting projects and ideas that boost competitiveness as well as tackle societal issues such as human health and protecting the environment, European research and innovation policy contributes to the individual and collective well-being
and three small and medium-sized enterprises (SMES) all with a strong commitment to discovering new anti-infective agents.
although simultaneously emphasizing the role of dynamic entrepreneurs and enterprises, regardless of firm size, for economic development (Schumpeter Mark I hypothesis). Following Schumpeter,
because they have less commitment to existing practices and products than larger enterprises, thus emphasising the flexibility of a small firm size.
) between 1994 and 1996 than large enterprises (Craggs and Jones 1998): Across Europe the proportion of innovating firms by size class varied from 73%of large firms, 49%of medium sized firms to 37%of small firms.
Another study demonstrated that the largest enterprises have consistently been a disproportionately important source of innovation in the manufacturing sector in the UK (Tether et al. 1997.
and dynamic complementarities exist between large and small enterprises (Tether et al. 1997; Rothwell 1983. This variety across firm size has led some authors to attempt to classify the various roles that small firms play in relation to innovative activities.
which however are new for the enterprise. Examples for a higher degree of innovation would be products and services
Spatial R&d and innovation clusters reflect the formal institutional settings and the inherent division of labour between enterprises and institutions, in short:
The main characteristics of any such system are its enterprises, public research institutions and transfer organisations, the educational system, the legal and institutional framework and public policy (Fritsch and Lukas 1999.
interregional and sectoral differences in R&d activities then could be explained as a result of the predominant innovation systems at various levels as well as the specific development paths of industry and enterprises (Breschi 2000).
enterprises often are used not to articulate R&d needs, which leads to a low level of R&d, partly due to a lack of trust and cooperation between actors at regional level.
and international linkages of small and large enterprises alike, including the international migration of highly skilled personnel (e g.,
and in adapting research results to an enterprise context. As such, knowledge is needed an input for regional RTD,
Recent research picked up this topic in discussing collective learning which is understood as the learning process between different agents (enterprises, public research institutions, etc.
which is attributed to their narrow focus on high-technology fields instead of applying a broader view to innovative enterprises.
One focus of policy attention in this regard has been on regional clusters of innovative enterprises and the role of the external environment in fostering innovation (Lawson 1997.
Clusters are described as regional concentrations of enterprises across different sizes and their support infrastructure; this could be in one industry
and along the value chain (vertical cluster) or horizontally with enterprises competing in the same sector. 17 Spatial concentration is explained by drawing on agglomeration effects and relationships between firms, in particular the intra-regional interaction of competitors
For enterprises, clusters have several advantages (Maskell 2001, Malmberg and Maskell 2002: Firms are able to draw on a pool of qualified labour;
space technology (Indian Space Research Organisation) and IT (esp. international computer hardware and software enterprises that have operations in Bangalore).
The enterprise structure consists of many branches of MNCS (e g. Texas instruments, Infosys Technologies Ltd..In total, Bangalore is the most important centre of civil and military aircraft and aerospace industry and IT in India.
In a historical context, the US major enterprise Texas instruments that‘discovered'Bangalore as a location is of great importance.
education system and media and provides stability and reliable circumstances for foreign enterprises even nowadays. Additionally, the regional identity plays an important role.
While the first helped to settle technology orientated public enterprises in Bangalore, the latter made the settlement of foreign MNCS possible.
, data networks) that supported the settlement of foreign enterprises. In Bangalore subsidies were given on an enterprise level (e g.,
, free trade area and establishment of the‘Software Technology Park')so that the support reached the beneficiaries directly (Balasubramanyam and Balasubramanyam 2003.
The enterprises were focused mainly very and centralised vertically high integrated systems locked into an inefficient technological trajectory (Bathelt 2001.
From this example one can see how the enterprises changed while responding to the market challenges.
services for enterprises Number of employees in the 14 lead and growth sectors 93.500 1, 20 (1, 0) Regional importance of the 14 lead and growth sectors=specialisation
Today, ca. 33,200 enterprises, mainly SMES, are settled in the urban community and Montpellier has one of the highest firm birth rates in France (Lasch 2003).
and often possessed ressources'brought, besides a remarkable increase of population and workforce,‘a new spirit of enterprise to the city'(Hansen 1999: 94).
Since 1987, more than 300 enterprises have been accompanied by the CEEI within the Montpellier agglomeration with an above-(national) average probability of surviving.
Already since 1977 the settling policy aimed at future orientated enterprises (Schmude 1990) accompanied by a strategic urban development
whether a‘bottom up'approach like the Norcom cluster where enterprises/spin-offs originally were the 50 main actors
,‘Big Pharma'is represented with approx. 70 enterprises in Medicon Valley) is a main element fostering economic development (Toedtling et al. 2006),
The latter, a joint non-profit-making organisation for the biomedical firms in the Oresund 52 area, acts as an intermediate between universities, enterprises,
Though, one successful example of an institutional arrangement is'The Oxford Trust',a local charitable organisation that aims at encouraging science and technology enterprise.
While in the past the enterprises in Prato had a high degree of productive self-sufficiency, nowadays some intermediate production is being subcontracted to
As in every industrial district, the enterprise structure in Prato is characterised by an extensive division of labour.
This means the enterprises are highly dependent on one another to be able to carry out their own tasks.
The enterprises‘have to construct a network()of business relations with other firms for the most part possessing complimentary specialisations.'(
As most enterprises in the industrial district Prato are SMES they are also highly dependent on their employees'skills in order to guarantee high product quality.
According to this, in Prato's enterprises an atmosphere of high collaboration and absolute trust can be observed,
The cluster's enterprise structure is dominated by SMES with the exception of only some major enterprises (e g.,
The two biggest enterprises within the cluster offer nearly half of all jobs, only 42 enterprises employ more than 20 employees,
and more than 200 enterprises do not have any employees at all. Because of the high specialisation and concentration there is also high competition within the cluster (Nadvi and Halder 2005;
For instance, external connections from leading enterprises(‘pipelines')import new knowledge into the region. This is followed by the so-called‘buzz'in the cluster:
or the settlement of major multinational enterprises such as IBM in Montpellier,'Big pharma'in North Jutland and Texas instruments in Bangalore.
While a narrow cluster specialisation increases possible synergy effects between enterprises, this also results in strong technological commonalities of enterprises,
Local enterprises in the global economy. Issues of governance and upgrading. Cheltenham: Elgar, pp. 200-232.
Journal of Small Business and Enterprise Development 13 (1), 62-72. Koch, A. and T. Stahlecker (2004:
Enterprise and Innovation. European Planning Studies 12 (7), 985-1002 Lawton Smith, H.,D. Keeble, C. Lawson, B. Moore and F. Wilkinson (1998), Contrasting
Regional differences in environment for enterprises. Entrepreneurship & Regional Development 11,187-202. Rizzoni, A. 1991:
Innovations, Small and Medium Enterprises and Economic Development in Ukraine and Belarus: A Position Paper.
Smaller enterprises and innovation in the UK: the SPRU Innovations Database revisited. Research Policy 2, 19-32.
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