SECOND OECD CONFERENCE OF MINISTERS RESPONSIBLE FOR SMALL AND MEDIUM-SIZED ENTERPRISES (SMES) PROMOTING ENTREPRENEURSHIP AND INNOVATIVE SMES IN A GLOBAL ECONOMY TOWARDS A MORE RESPONSIBLE AND INCLUSIVE GLOBALISATION EXECUTIVE SUMMARY OF THE BACKGROUND REPORTS Second OECD Conference of Ministers responsible for Small and Medium-sized Enterprises (SMES
) Promoting Entrepreneurship and Innovative SMES in a Global economy Towards a More Responsible and Inclusive Globalisation Executive Summary of the Background Reports Istanbul,
They may also assess policy priorities for realizing the potential contribution that small and medium-sized enterprises (SMES
and programmes more specifically oriented to supporting enterprise creation, fostering entrepreneurship and facilitating the growth and prosperity of SMES once established.
Policies should ensure a business environment conducive to entrepreneurship and enterprise creation. Creating a business environment conducive to entrepreneurship and enterprise creation in
which innovative young firms have scope to expand rapidly once they have established themselves requires a broad range of mutually reinforcing and supportive policies.
AND INNOVATIVE SMES IN A GLOBAL ECONOMY 10 OECD 2004 way these structural policies affect enterprise creation and small businesses should be taken into account in their formulation stages.
and evidence suggests that such programmes can have an impact on entrepreneurial activity and enterprise performance.
Indeed, facilitating increasing rates of enterprise creation is an almost universal concern for local authorities who seek to accelerate development or reverse decline in localities,
New enterprises can procure a range of benefits that contribute to local development, including: rises in employment and incomes;
Determinants of rates of enterprise creation at the local level include demographics, unemployment, wealth, the educational and occupational profile of the workforce, the prevalence of other small firms and infrastructure endowment.
In practice, this requires programmes and support policies for small enterprises which may be complex and involve scarce resources.
The share of medium-sized enterprises engaged in exporting is more than twice that of micro-enterprises. 4 US experience suggests that exporting SMES often confine their efforts to one market.
A 2001 survey of European enterprises showed that around one-third of SMES report an increasing number of international business contacts,
ranging from 30%for micro-enterprises to 50%for medium-sized enterprises. 5 Few SMES invest abroad.
Governments can also promote inward foreign direct investment which can serve as a vehicle for SMES to access international markets indirectly by joining the supply chains of multinational enterprises.
In particular, the inclusion of local SMES in the supply chains of multinational enterprises, and their resultant (indirect) involvement in exporting activity can lead to significant diffusion of technology and more efficient business models,
Figure 4. Internet penetration by size class, 2001 or latest available year Percentage of businesses using the Internet1 1. In European countries, only enterprises in the business sector,
The source for these data is the Eurostat Community Survey on enterprise use of ICT.
and only includes enterprises with NZD 30 000 or more in turnover. Switzerland includes the industry, construction and service sectors. 2. For Canada
OECD, ICT database and Eurostat, Community Survey on ICT usage in enterprises 2002, May 2003.100 90 80 70 60 50 Finland 10-49
Whereas large enterprises can afford specialised staff, SMES must often rely on the qualifications and training of their general workforce.
E government services to enterprises should be used as a tool to improve efficiency of government interactions and operations with SMES.
Enterprises in transition and developing economies face major challenges in strengthening their human and institutional capacities to take advantage of opportunities in these areas.
it is enterprises that trade and invest. Therefore, supply-side bottlenecks in the trade and investment areas and the way in which governments, development partners and the private sector itself address these constraints have direct implications for the economic growth potential of transition and developing countries.
Most enterprises in transition and developing countries are SMES. These firms typically account for more than 90%of all firms outside the agricultural sector,
and structural policies that contribute to healthy business environments conducive to enterprise creation and growth;
M. Ayyagari, T. Beck and A. Demirgüc-Kunt, Small and Medium Enterprises across the Globe, World bank Policy Research Working Paper 3127, WASHINGTON DC, August 2003, pp
technology and knowledge transfer, job generation, skills enhancement and enterprise development through linkages and spillover effects.
Improving the flow of information about potential local suppliers to potential purchasers in multinational enterprises
Working closely with multinational enterprises by inviting them to help potential suppliers to a) understand their supply requirements,
Such an intermediary role helps to build mutual understanding and trust between multinational enterprises and potential suppliers.
Helping SMES that have the potential to supply multinational enterprises to identify their needs and then to access the public and private support services they need.
Offering some form of monetary incentive to multinational enterprises and local SMES to participate in the linkage programme.
This could include contributing to the salary costs of engineers and managers in multinational enterprises
including to micro-enterprises as lower-tier suppliers. PROMOTING ENTREPRENEURSHIP AND INNOVATIVE SMES IN A GLOBAL ECONOMY 36 OECD 2004 Governments in advanced economies should promote policy coherence and greater effectiveness of development assistance.
and enterprises able to provide information on markets and standards, advice on strategies, and access to technology and innovation coupled with appropriate financing packages.
Maximise the spillover of management skills and knowledge from multinational enterprises to local SMES. Spillovers of knowledge and management skills to local firms are one of most critical benefits of foreign direct investment for host countries.
Support policy frameworks and multinational enterprise behaviour that facilitate such spillovers and better document real-world cases to increase public understanding of the contribution of foreign direct investment in progression
Enterprise Investment Scheme) 2 590 Total 7 932 (as a per cent of GDP)( 0. 8) PROMOTING ENTREPRENEURSHIP
the growth of existing firms or promoting enterprise among target groups in the population. Targets should be specified in measurable ways to facilitate evaluation of the extent to
This requires that countries introduce a single identification number for enterprises, so that data from different sources can be matched.
provide insights about the impact of policies on enterprise performance and growth as well as differences across OECD countries.
Some actions, notably the development of integrated business statistical registers, the introduction of single identification numbers for enterprises and their use to link data more efficiently,
But at the same time, innovation in small and medium enterprises exhibits some peculiar features that most traditional indicators of innovation activity would not capture,
Cowan, R. and G. van de Paal (2000), Innovation Policy in the Knowledge-Based Economy, European commission DG-Enterprise, Brussels. Crépon, B.,E. Duguet,
Enterprise Directorate-General. Griffith, R.,E. Huergo, J. Mairesse, and B. Peters (2006), Innovation and Productivity across Four European countries, Oxford Review of Economic policy, Vol. 22 (4), pp. 483-498.
Product and Service Innovation in Small and Medium-Sized Enterprises Sponsored Research Prepared for: United states Department of commerce The National Institute of Standards and Technology Manufacturing Extension Partnership RFP 05-480-5824 Contract No.
4 2. 0 INNOVATION STRATEGIES FOR SMALL AND MEDIUM-SIZED ENTERPRISES...5 2. 1 Generalizations about SMES and Innovation are Difficult to Make...
42 Table 5. 2 Cultural Attributes of Successful Innovative Enterprises...45 LIST OF FIGURES Figure 3. 1 Share of Service Sales/Spending Volume by Type...
and medium-sized enterprises (SMES) develop new products and services. Our team extensively reviewed the literature for concepts and research on new product and service development.
AND MEDIUM-SIZED ENTERPRISES The purpose of this report is to explore how small and medium-sized enterprises (SMES) can enhance their competitiveness with innovation strategies that leverage their strengths
and minimize their weaknesses relative to larger enterprises. These strategies can involve partnering with large enterprises rather than competing against them.
To achieve our purpose, we must first recognize that a single set of recommendations is not appropriate for all SMES
we can't discuss innovation for SMES without recognizing that they differ significantly from large enterprises,
This tends to make them more cautious about innovation than larger enterprises. There is a 9 strong correlation between R&d expenditure and innovation success in SMES.
2005), but they may be able to form cross-functional teams more easily than large enterprises
particularly when embedded within a manufacturing enterprise. We will return to this issue in the recommendation section.
Table 5. 2 Cultural Attributes of Successful Innovative Enterprises 46 to get employees involved. Internal marketing is one way that firms sell the service concept to their employees
In Figure 6. 2, the shifting market value of enterprises largely from tangible to intangible assets (Hand and Lev, 2003) leads us to believe that knowledge,
Dynamic knowledge management. Many large enterprises have invested millions in creating knowledge management systems based on attempts to catalog knowledge to be searched
Compares US large enterprises (LES) vs. US and Canadian SMES on 14 sources of innovation.
Small and Medium-Sized Enterprises and the Global economy. G. I. Susman. Northampton: Edward Elgar. Describes small firm collaboration
"The use of strategic tools by small and medium-sized enterprises: An Australasian study.""Strategic Change 12 (1): 49-62.
"Journal of Small Business and Enterprise Development 9 (1): 61-72. Discusses small firms and their attitudes towards change.
"New product development processes in small and medium-sized enterprises: Some Australian evidence.""Journal of Small Business Management 40 (1): 27-42.
Innovating within established enterprises.""Harvard Business Review 82 (7/8): 86-91. Discusses choosing between radical and incremental innovation on the basis of market life-span.
"External linkages and innovation in small and mediumsized enterprises.""R & D Management 21 (2): 125-137.
"An institutional analysis of the new product development process of small and medium enterprises (SMES) in China, Hong kong and Taiwan."
Smaller enterprises make their impressive contributions to innovation because of several advantages they possess compared to large-sized corporations.
or large enterprises in order to improve their ability to access and absorb innovations. -The cluster strategy, in which SMES locate in close proximity with competitors
Some enterprises especially small and medium-sized firms, choose to pursue increasingly specialised markets or innovative niches,
the small and medium-sized enterprises consider it important to undertake such global investments because of the demonstration effect--to show potential customers
Nevertheless, the small-and medium-sized enterprises of Germany have not been able to overcome the risks inherent in a high degree of specialisation,
when the technology dominates the enterprise and scientists and engineers are the driving force in the enterprise,
customer satisfaction tends to suffer and demand shifts elsewhere. Conversely, when the marketing department is the driving force behind the enterprise,
technological sophistication is affected. While customers may be satisfied in a static sense, the enterprise is not engaging in dynamic product development,
which leaves it vulnerable to competition from more technologically advanced companies. Customers eventually reward technological leaders that can provide them with unanticipated product innovations and improvements.
In this sense, balancing conflicting customer demands is a delicate strategy that only a very flexible enterprise,
large enterprises, or a combination of both. Saxenian (1994) has argued that it is the culture of interdependence
which the region's enterprises often cannot afford individually. These networks defy sectoral barriers: individuals move easily from semiconductor to disk drive firms or from computer to network makers.
and new enterprises are conceived This decentralised and fluid environment also promotes the diffusion of intangible technological capabilities and understandings. 13 48.
Groups of enterprises working in the same product are seedbeds for the exchange of new ideas.
Formal and informal links between enterprises, including subcontracting relationships, facilitate economic specialisation of firms as well as superior access to information.
Knowledge created within an enterprise spills over for use by other enterprises. 53. There is considerable evidence supporting the hypothesis that flexible production systems actually outperform those based on mass production.
Through flexible production small firms have achieved a better economic performance than large enterprises. In these specialised industrial districts an agglomeration of producers within an industry work in close physical proximity.
The narrow division of labour common to large enterprises has been replaced by an organisational structure in which employees perform a wide variety of different tasks. 15 Porter (1990) provides examples of Italian ceramics and gold jewelry as industries in
In a clustering strategy, firms take advantage of linkages with other enterprises afforded by geographic proximity
Not only has the absolute value of foreign direct investment activities by small and medium-sized enterprises increased over time,
The first is that the enterprise must have an endowment of capabilities in foreign markets that are superior to those of firms located in other countries.
These benefits from the extending the enterprise's activities abroad must exceed the benefits expected from externalising its property rights through other mechanisms such as licensing, management contracts, franchises, technical services agreements, turnkey projects, and subcontracts.
and SME policies in order to broaden the population of small and medium size enterprises who can benefit from innovation programmes.
Furthermore the technology developers that participate in the European commission Framework Programme tend to be subcontracting consulting organisations that perform development or engineering activities for larger enterprises.
and Muldur (1999) further explored the profile of these enterprises and found that 41%of these SMES were service organisations (engineering companies, consulting companies);
as SENTER and Enterprise Ireland have begun to do. 3. Pure equity financing. Some countries go one step further in their strategy adjustment towards technology developers:
and take equity stakes in new companies,(Enterprise Ireland). Equity finance mechanism can complement classic public R&d grants and business development grants.
(°198421) IWT(°1991) SENTER(°1988) ANVAR(°1979) DTI Enterprise Ireland(°1998) Yearly Budget 3, 75 billion (5de FP:
and R&d support is that enterprises under-invest in R&d because they cannot fully capture the rents of their efforts.
Buckley, Peter J.,1997, International Technology Transfer by Small and Medium-Sized Enterprises, 9 (1), Small Business Economics, February, 67-78.
Empirische Ergebnisse fuer West-Deutschland OECD, 1997, Best Practices for Small and Medium-Sized Enterprises, Paris:
+46 13 281000 3 Abstract Small and medium-sized enterprises (SMES) play a vital role in the economic development of nations.
They do not directly incorporate the impact of an enterprise's innovation activities. Finally their complexity and reliance on sophisticated statistical refining methods make these models unpractical for use by SME managers.
Small and Medium-sized Enterprise SMES Small and Medium-sized Enterprises SPI Survival Progression Indicator 6 Parameters of the SIV Model Symbol Parameter ij
Topology analysis of performance models of small and medium-size enterprises (SMES. Journal of International Entrepreneurship 2 (1 2), 155 177.
ASPEM as the new topographic analysis tool for small and medium-sized enterprises (SMES) performance models'utilization.
Implementing the SIV model on an intensively innovation-oriented enterprise: The case of Autoadapt AB.
Typology Analysis of Performance Models of Small and Medium-sized Enterprises (SMES) 66 Paper 2:
ASPEM as the New Topographic Analysis Tool for Small and Medium-sized Enterprises (SMES) Performance Models Utilization 68 Paper 3:
Implementing the SIV model on an Intensively Innovation-Oriented Enterprise: The Case of Autoadapt AB 81 5. Discussion and Analysis 83 Advantages and disadvantages of existing SME performance models 83 What characterizes a model for measuring SME performance, in relation to innovation?
Small and medium-sized enterprises (SMES) 1 are crucial economic actors within the economies of nations (Stanworth and Gray 1993, NUTEK 2004, Wolff and Pett 2006.
the number of employees, the maximum number of employees distinguishing the different categories of enterprises, firm age,
There is a strategic value in connecting an enterprise's internal environment to its external environment,
which was meant to be a commercial broking enterprise. The company, which I started in 1993,
This business ratio focus caused previous models of firm performance to be concerned mostly with the failure outcome (bankruptcy or solvency) of the enterprise life cycle (Storey et al. 1987, Keasey and Watson 1986a, b, 1987
The enterprise size, as well as the enterprise growth rate, is inversely related to the probability that the firm will close (Mcpherson 1995).
SMES usually fail within the first years of their lives (Altman 1983, Castrogiovanni 1996, Monk 2000.
which technology-based enterprises progress in their development. His focus was on the earlier stages of their lives.
as often these enterprises have not reached a stable status and tend to be more dynamic than more mature firms Models used by managers of SMES should be of practical value The models must account for the nature of the modern economy,
as these enterprises have reached often not yet a stable status, and they tend to be more dynamic than more mature firms.
and has to do with the kind of enterprise structure generated in company build up. In general, Information and Communication Technologies (ICTS) drive organizations to adapt an open structure (Globerman et al. 2001) over the classical,
where enterprises commercialize their internal and external ideas, and their technologies and use, to improve both their external and internal capacities.
Intellectual capital relates to the intangible assets of an enterprise (Sveiby 1997, Sveiby and Risling 1986, Edvinsson and Malone 1997, Roos et al. 1997.
as well as human capital and external capital, may be discussed in respect to an enterprise's intangible assets (Allee 1999).
including established larger organizations, small enterprises, and 48 entrepreneurial start-ups. Secondly, networks are complex and there is no clear evidence to suggest specific network configurations that more effectively support innovation in a particular context.
as enterprises may reduce their size in the shortterm to boost profitability for a subsequent market expansion (Paasio et al. 1994).
maximum number of employees distinguishing the different categories of enterprises (for the firm size parameter)
and the average life span of the business sector (for the age of enterprise). The reason for this is that firm efficiency is isolated not from the firm's external environment.
At this stage, the enterprise has the potential to grow or it may stay at the same level of performance for an extended period (Klofsten 1992a,2010).
In China, small manufacturing enterprises have launched the country into its new economic era. Without SMES, China could not have developed the export-based economic model that transformed the country.
and enhances the networking possibilities between enterprises. Furthermore, I evaluated the way the parameters were selected for the intended model based both on the literature review and the theory-driven approach.
Actually, I have been following the development of the enterprise for years. Although other models such Z-Score and ZETA have their disadvantages,
Typology Analysis of Performance Models of Small and Medium-sized Enterprises (SMES) This paper was published in the Journal of International Entrepreneurship 2 (1 2), 155 177, Abouzeedan, A. and Busler
investigating a population of firms rather than a single enterprise. Reviewing these models and discussing their individual strengths
while Multinational enterprises (MNES) have a higher degree of operational complexity and need stronger performance predictors.
ASPEM as the New Topographic Analysis Tool for Small and Medium-sized Enterprises (SMES) Performance Models Utilization This paper was published in the Journal of International Entrepreneurship 3 (1), 53
as well as in 69 relation to information availability about the studied enterprises. Such a strategy, to the best of my knowledge, did not yet exist in the literature;
and investigate how the firm performance of a single company relates to the general population of enterprises in a certain 70 sector or geographical area.
In this last case, the focus is on the internal environment of the enterprise. Contribution of paper 2 to the purpose of the thesis Paper 2 introduces a strategic tool, the Arena of SMES Performance Models (ASPEM) diagram, for the selection of suitable performance models.
The enterprise is based a family business in the traditional fishing industry in Sweden. The enterprise was started in 2001 thus a young company then.
The tested firm worked with fish filets within a business sector defined as the fish preparation industry.
The enterprise had poor performance throughout its short life, and so the owners asked me to investigate the performance.
as it succeeded in giving a reasonable indication of the worsening situation of the enterprise.
it is also important to consider the innovation input in relation to the enterprise's external environment.
and were built to consider a single firm in isolation from all other enterprises. 80 Neglecting the networking nature of modern economy is a major weakness in classical performance models for SME, especially as concerns innovation issues.
Implementing the SIV model on an Intensively Innovation-Oriented Enterprise: The Case of Autoadapt AB This working paper is presented at the International Council for Small Business (ICSB) Conference, Stockholm, 15 18 june 2011, Abouzeedan, A.,Hedner, T. and Klofsten,
These are more suitable to the investigation of firm performance in relation to the internal environment of an enterprise.
There exist no transparent bookkeeping reports for smaller enterprises. Classical firm performance models were built in a period of limited exposure for issues of firm networking and the degree of interaction and exchange of resources among firms.
were structured to describe a single firm in isolation from other enterprises. To remedy the deficiencies of the existing SME performance models The SIV model has a number of advantages over existing SME performance models.
but it does not neglect the realities of the external environment of the enterprise. The policy discussion in paper 6 provided a good of example of how policy profiling profits from empirical work.
the number of employees, the maximum number of employees distinguishing the different categories of enterprise, firm age,
Innovation in SMES differs from that in larger enterprises (Rothwell 1991, Rothwell and Dodgson 1994, Vossen 1998, Hadjimanolis 2000.
in such enterprises. At the external environment level, the input indicators that are candidates for performance evaluation are the four components of innovation capital:
while others are focused more on the internal environment of the enterprise. They also require different levels of information input.
That would enable policy-makers to study the impact of their strategies and policies on the growth of small and medium sized enterprises.
and the resources (or capital) available to use at the external level of the enterprise,
Performance factors of small and medium-size enterprises: A new classification system. In Irene Johansson (ed.),the Uddevalla Symposium 2002 Anthology (Research Reports 03:1), Innovation, Entrepreneurship, Regional Development and Public Policy in the Emerging Digital economy, University of Trollhättan
Small and medium-size enterprises performance: An evaluation using the survival index value (SIV) model.
In the proceedings for the International Conference on Medium Enterprise Development, Collingwood College, University of Durham, Durham, U k.,14 16,july 2002, paper no. 15 (CD version.
Conclusion in small and medium-sized enterprises. In Z. J. Acs and B. Yeung (eds.
Entrepreneurs and their enterprises. In K. H. Vesper (ed.)Frontiers of Entrepreneurship Research, Proceedings of the second Babson Entrepreneurship Research Conference, Babson college Wellesley, Massachusetts, 1-22.
Developing world market-leading companies innovation governance in German small and medium-sized enterprises. Int. J. Business Environment 3 (2), 139 158.
Co-opetition and technological innovation in small and medium-sized enterprises: A multilevel conceptual model.
New product development processes in small and medium-sized enterprises: Some Australian evidence. Journal of Small Business Management 40 (1), 27 42.
Managing innovation in French small and medium-sized enterprises. Journal of Small Business Management 37 (2), 106 114.
Towards a more responsible and inclusive globalization. 2nd OECD Conference of Ministers Responsible for Small and Medium Sized Enterprises (SME), 3 5 june, Istanbul.
Profitability of small and medium-sized enterprises in high-tech industries: The case for biotechnology industry.
Performance implications for small enterprises. Journal of Developmental Entrepreneurship 14 (1), 89 101. Rastogi, P. N. 2000.
Sustaining enterprise competitiveness is human capital the answer? Human Systems Management 19 (3), 193 203.
Evidence from UK small and medium manufacturing enterprises. International Journal of Innovation Management 12 (2), 113 137.
However, for the evolutionary economists, these two places (SMES and large enterprises) do succeed not necessarily one another in time
it is in some cases SMES and in other cases large enterprises which dominate the innovation process.
and new technologies appear, leading to the creation of new enterprises. On the contrary, during the maturity phase--for example,
thus generates new enterprises, including small ones, where new usages and types of the product are developed.
The implementation of these solutions means new infrastructures and is expressed through the will to strengthen the partnerships between the large enterprises
research management and technology transfer and one of the top 10 Small and Medium-sized Enterprises (SMES) in Europe in terms of research participation.
87 4 Executive Summary The innovation capacity of Small and Medium Enterprises (SMES) is a key issue for Europe's competitiveness and growth.
SMES The theme of the analysis is the capitalisation of INTERREG IVC results addressing the innovation capacity of Small and Medium-sized Enterprises (SMES.
Within the new strategy, Horizon 2020 (H2020), the programme for the Competitiveness of Enterprises and SMES (COSME) and the European Regional Development Fund (ERDF) offer both direct and indirect funding
CIP With Small and Medium-sized Enterprises (SMES) as its main target, the Competitiveness and Innovation Framework Programme (CIP) supported innovation activities (including eco-innovation),
The Enterprise Europe Network (EEN), which offered a'one-stop shop'to meet all the information needs of SMES and companies in Europe.
'December 2010 13 http://www. interreg4c. eu/15 Innovation in SMES The goal of the actions bundled under this objective is to build innovation management capacity for Small and Medium Enterprises,
a programme known as COSME15 (Competitiveness of Small and Medium Enterprises) will also be set up. COSME will run alongside H2020 with a budget of €2. 4 billion.
It is designed principally to strengthen the role and innovation services of the Enterprise Europe Network-EEN under this programme.
http://www. euussciencetechnology. eu/15 http://ec. europa. eu/enterprise/initiatives/cosme/index en. htm Market Lump sum:
of existing enterprises in the partner regions by using structural funds to capitalise on the results from previous projects,
The Public Consultation on the effectiveness of innovation support in Europe (2010) 22 on 1 000 companies (a large majority of which were innovative micro and small enterprises)
o Lack of access to finance is viewed by enterprises as the main factor hampering innovation activities. o Lack of access to finance is considered by institutional stakeholders as the principal barrier preventing businesses from bringing innovations
http://ec. europa. eu/enterprise/policies/innovation/files/swd effectiveness en. pdf SMART+INNOHUBS INNOMOT MINI-EUROPE DISTRICT+PERIA ERIK ACTION 02468
They typically facilitate liaison between private enterprises (notably SMES) and external knowledge/research providers (universities, R&d service providers or private consultants),
(Technological Environment Innovation Subsidy) or specific types of SMES (Young Innovative Enterprises Contract: MINI-EUROPE28 o Technological Environment Innovation Subsidy DISTRICT+29 o Joint R&d call PERIA23 o Young innovative Enterprises Contract, with grants
and public loans ERIK ACTION30 27 INNOSUP-4-2014 within the‘Innovation in small and medium-sized enterprises'Work Programme 28 GP described in the MINI-EUROPE Good
Practices Catalogue: http://interreg-minieurope. com/29 GP described on the DISTRICT+website: http://districtplus. it/30 GPS described in the ERIK ACTION Good Practices Report:
the innovation vouchers help micro enterprises to start an innovation process by building up a first technological partnership with a service provider.
Innovoucher directly supports micro and small-sized enterprises to undertake innovative initiatives and increase supply
Young Innovative Enterprise (YIE) Contract (Champagne-ardenne, France) in the PERIA project: The GP was developed by the Champagne-ardenne Regional Council and addresses the shortage of financial resources of innovative start-ups by supporting them financially for the first three years of their existence through loans.
Large enterprises provide an innovation mentoring service to smaller ones. This is achieved through the organisation of training sessions on the level of day-to-day business operating.
which shows its growing importance in terms of regional (nontechnological) innovation policies. 34 Virtual Enterprises and Organisation Finally,
the PRAI/VINCI GP aimed to promote Virtual Enterprises and Virtual Organisation as an instrument for the creation and managements of clusters leading enterprises to share skills and competencies more easily.
This GP also addresses weaknesses in networking. Examples of GPS in staff recruitment: The Summer Design Office (Sweden) in the MINI-EUROPE project:
This GP was transferred successfully to NW England A unique GP about virtual enterprises PRAI/VINCI (Tuscany, Italy) in the ERIK ACTION project:
VINCI aimed to promote the Virtual Enterprise/Virtual Organisation as an instrument for the creation and management of clusters,
A Virtual Enterprise (VE) is a temporary alliance of enterprises that come together to share skills
Universities and enterprises network to increase technology transfer MINI-EUROPE47 o Genomnanotech: Setting up of a technology transfer office
Loans and Guaranties PERIA Young Innovative Enterprise Contract Public loans for young innovative enterprises and public grants for consulting services(§3. 2. 1). High Private
/VINCI Support for the setting up of Virtual Enterprises based on ICT models(§3. 2. 2). Medium Insufficient marketing of innovation Internationalisation PERIA Foreign Trade Fairs International
The Urban Development Network Programme aims to improve the effectiveness of urban development policies. 57 H2020 call in the Innovation in small and medium-sized enterprises work programme:
INNOSUP-5-2014 58 H2020 call in the Innovation in small and medium-sized enterprises work programme:
Support given to enterprise creation very often appears at city level when dealing with incubators and real estate offers, with links between existing companies and start-ups,
COSME is launched a programme by DG Enterprise with a budget of €2. 4billion. It will consist in more than 70%financing tools (loan,
The cluster policy launched by DG Enterprise with support for meta-clusters (13 have been identified) and labelisation.
and networking in order to create virtual enterprises/organisations. Altogether, these Good Practices cover the most important skills necessary to foster
In Poland, the Public Procurement Office was commissioned by the Polish Agency for Enterprise Development to conduct a project on new forms of public procurement including a series of training courses for procurers
Enterprise Ireland channels technical advice and market information to contracting authorities helping them to identify types of product
This project aimed to enhance the uptake of eco-innovation in enterprises within the construction and mobility sectors and the transnational transfer of knowledge,
tools and methodologies for linking knowledge providers with enterprises to increase the development or uptake of eco-innovation products and services.
Innovation, Rennes 8 Belgium Flemish Government-Enterprise Flanders, Brussels 9 Romania The Southeast Regional Development Agency, Braila 10 Sweden LTC AB
(virtual organisations) Parenthood (Trainings) 68 the PRAI/VINCI is given particularly relevant its focus on Virtual Enterprises
VINCI aimed to promote the Virtual Enterprise/Virtual Organisation as an instrument for the creation and management of clusters,
A Virtual Enterprise (VE) is a temporary alliance of enterprises that come together to share skills
Ireland Meath County Enterprise Board, Navan 5 Bulgaria Regional Agency for Entrepreneurship and Innovations Varna (RAPIV
Foreign Trade Fairs (Internationalisation) Creation of R&d Depts. New staff) Cluster Mgmt Services (Cluster mgmt) Innovation vouchers Young Innovative Enterprise contract (loans) New
Innovation vouchers from the Innovalis RIA (Aquitaine) to the Veneto Region and Young Innovative Enterprise Contract from the Champagne-ardenne Regional Council was transferred to Valencia via the creation of a new funding instrument.
Young Innovative Enterprise (YIE) Contract (Champagne-ardenne, France: The Good Practice was developed by the Champagne-ardenne Regional Council and addresses the shortage of financial resources of innovative start-ups by supporting them financially for the first 3 years of their existence through loans.
The innovation vouchers help micro enterprises to start an innovation process by building up a first technological partnership with a service provider.
Support for development of innovative enterprise Support for development of clusters Support for development of cooperation between the research and SME sectors Its objectives and activities covered most of the barriers to innovation affecting SMES,
Commission recommendation of 6 may 2003.2003/361 on the definition of micro, small and medium-sized enterprise.
Call in the Innovation in Small and Medium-sized Enterprises work programme. 2014. Link. INNOSUP-5 2014:
Call in the Innovation in Small and Medium-sized Enterprises work programme. 2014. Link Innovation and business strategy:
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