In most EU Member States, SMES make up over 99%of enterprises and do generate a substantial share of GDP,
and adoption of ICT technologies and thus to avoid a digital divide between larger and smaller enterprises and among geographical areas.
The digital divide by company size arising from the significant‘gaps'between SMES and larger enterprises in the more advanced forms of electronic commerce and particularly in terms of e-business integration and associated skills.
and ICT usage by European enterprises survey of 20011 The effect of the two digital divides is cumulative
in 13 EU Member States plus Norway (the gross sample was 100,000 enterprises), and reflects the situation in the period November 2000 and June 2001.
and sponsored by DG Enterprise. This covered the adoption of ICT and ecommerce in all sectors of the economy. 2 Benchmarking national and regional ebusiness policies for SMES Final Benchmarking report 12 june 2002 SMES and ICT goal of Lisbon regional divide
and implementation affects the business environment for all enterprises, but is of particular relevance in informing future policies for SMES.
In addition, SMES have to be 5 See for example ENSR Enterprise Survey 1999 as used in The European Observatory for SMES Sixth Report, European commission, 2000 6 Brussels, 13.3.2001-COM (2001) 136
and sectors, there is generally a positive correlation between the size of an enterprise and its Internet use for business,
As a result, the preponderance of SMES in Europe's economy is matched not by their use of digital systems. 7 in 2000 34%of large enterprises compared to 10%of SMES10 used e-business services (source Eurostat) FN,
Have their own website the 80%of large enterprises; 8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees e-mail webpresence phases FN, September 2002 Digital
Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10, but 67%of Finnish and 65%of German SMES10. 10 E-commerce Third phase:
When finally the technology allowed the use of the Internet to perform economical transitions on-line between enterprises and consumers (B2c) or among enterprises and suppliers,
or internally inside the same enterprise (B2b) the e-commerce started, allowing to the enterprises purchases, sales, electronic auctions, e-payments.
This stage brings closer interaction as customers and suppliers work together on-line and as vendors customize content for their users.
The e-business technologies allow the enterprises to effectively directly connect with clients, suppliers, and business partners.
-N 11 In 2001,6%of EU enterprises used Internet for electronic delivery and 7%for e-payments;
18%of SMES10 and 34%of large enterprises for e-ordering. Only 3%of EU enterprises used Internet for ecommerce for more than 2 years (20.2.02 Eurostat, ibidem) obstacles e-commerce e-business FN, September 2002 Digital Business Ecosystems
page 9 management, the limits of bandwidth and Internet access are considered not an obstacle. The major obstacles could be overcome by having a software infrastructure with services at acceptable costs
Networked organisations The intensive exploitation of e-business systems gradually modifies how enterprises and markets are organized.
such as the lattice organization, the spider's web, the holonic enterprise and the virtual corporation. All describe new ways of organizing.
This will dramatically affect the ways enterprises are constructed and business is conducted in the future, and the actual slowly changing organisations will be 12 Lipnack, JL,
small and large enterprises with their associations; local government and public administration. The adoption and development of scalable and adaptive technologies, allows new models of business based on the dynamic association of enterprises.
The ecosystems are, in fact, characterised by intelligent software components and services, knowledge transfer, interactive training frameworks and integration of business processes and egovernance models.
These networked instances forms the network of ecosystems instrument for networking the European enterprises and organizations in a business excellence network In the natural environment,
National and regional policies for a more sophisticated and widespread use of e-based services for reducing enterprises administrative overheads in accomplishing their administrative duties would create an incentive for many enterprises to faster adoption
. Walker, Robert W. Brennan, The Holonic enterprise as a Collaborative Information Ecosystem, on-line FN, September 2002 Digital Business Ecosystems page 20 5. ECOSYSTEM
they will be disadvantaged further respect the large enterprises and compared to the other regions. The objective of an early adoption could be reached only thanks to a clear action plans and coordinated strategies at European, national and local level.
universities, research organizations, innovation centers enterprises (in particular SMES and enterprise organizations; government and of public administration The regions (or local areas) which succeed in the application of digital sectorial ecosystems,
are committed fully work together forming a community a critical mass of enterprises (including the small organizations) use the ecosystem as business tool.
These programmes include the DG Information Society's Information Society Technologies (IST) Specific Programme, DG Enterprise's Multi-Annual Programme (MAP
For example, Barcelona's@22 urban science park project aims to recycle an old industrial district into a platform for knowledge-based enterprises.@
The OECD Science, 20 See details at http://ec. europa. eu/enterprise/policies/innovation/files/ius-2011 en. pdf. 21 This indicator is part of the University-Industry
European commission, DG Enterprise, Brussels, March 31. Asheim, B.,Gertler M. 2004. Understanding regional innovation systems, in:
Small Enterprise Development. Paul Chapman: London. Massey, D.,Quintas, P. and Weild, D. 1992. High-tech fantasies:
Finland Abstract Purpose The purpose of this paper is to examine the information sourcing practices of small-to medium-sized enterprises (SMES) associated with the development of different types of innovation (product/process/market/organizational).
Keywords Small to medium-sized enterprises, Innovation, Information management, Company performance, Finland Paper type Research paper 1. Introduction It has become commonplace to argue that in the contemporary knowledge-based
for internationalization) The Federation of Finnish Enterprises Chamber of commerce Industrial associations Five-point Likert-scale (1 Insignificant to 5 Very important) DIFFEXTA Sum-variable measuring
As Na°s and Leppa lahti (1997) remark, a notorious problem with longitudinal statistical analyses such as enterprise panels is attrition
Bigliardi, B. and Dormio, A i. 2009), An empirical investigation of innovation determinants in food machinery enterprises, European Journal of Innovation Management, Vol. 12 No. 2, pp
He has published in several international journals such as International Entrepreneurship and Management Journal, International Journal of Entrepreneurial Behaviour and Research, Small Business Economics, Journal of Small Business and Enterprise
relations to health and social service enterprises'performance in Finland. Innovation and Development 5, 93-111.
Assisting regional policy by rapidly comparing enterprise innovation between regions. Journal of Innovation and Entrepreneurship 2
as a proportion of all patents See above institutional ranking 70 12 Joint research contracts with private sector Budget and number of joint research projects with private enterprises per fte academic
a social dimension, an enterprise dimension and an innovation dimension. The latter two dimensions are covered in the U multirank dimension‘Knowledge Transfer'.
New type of indicator. 5 Student internships in local/regional enterprises The number of student internships in regional enterprises as a percentage of total enrolment (with defined minimum of weeks
and/or credits) Internships open up communication channels between HEI and regional/local enterprises. Stakeholders see this as important indicator.
Field-based Ranking Definition Comments 6 Degree theses in cooperation with regional enterprises Number of degree theses in cooperation with regional enterprises as a percentage of total number
Indicator hardly ever used. 9 Student internships in local/regional enterprises Number of internships of students in regional enterprises (as percentage of total students See above institutional ranking,
US AR, CA, SA, US Regional Engagement income from regional sources AU, CA, SA, ZA student internships in local/regional enterprises AU
joint R&d projects with local enterprises; students: total number (female/international degree and exchange students;
degree theses in cooperation with local enterprises; regional engagement: continuing education programmes/professional development programmes;
This was the case for‘graduates working in the region'and‘student internships in regional enterprises'.
staff with work experience outside HE A b Joint research contracts with private enterprise A b Patents awarded**C C Out Co-patenting**B c Out Annual income from licensing B c
working in the region B c In Research contracts with regional partners B b Regional joint research publications*B A Percentage of students in internships in local enterprises B c In*Data source:
education B c Out Student internships in local enterprises B b-C In Degree theses in cooperation with regional enterprises B b-C In Summer schools C C
While far from good, the data situation on student internships in local enterprises and degree theses in cooperation with local enterprises turned out to be less problematic in business studies than that found in the engineering field.
and knowledge of local higher education institutions to be utilized in a regional context, in particular in small-and medium-sized enterprises.
%income third party funding CPD courses offered startup firms international academic staff%international students joint international publ. graduates working in the region student internships in local enterprise
student internships in local enterprise regional copublication Institution 2-Institution 4 Institution 1--Institution 3-Institution 7---Institution 8--Institution 9 Institution 5-Institution 6-Teaching & Learning Research Knowledge
the digital agenda and reforms to improve the overall enterprise environment. Labour and taxation policies are national, not EU competences.
Over 99%of the 5. 5 million companies in commerce are small and medium-sized enterprises.
103 xvi Contents 5. 6 Enterprise Drivers Behind the Consumerization of IT...104 5. 7 Considerations Related to IT Consumerization...
-Supported Cooperative Work CSFS Critical Success Factors Cxo C-level Manager DDS Digital data stream DMS Document management system ECM Enterprise
Not only SQL R&d Research and development SMES Small and medium enterprises TOGAF The Open Group Architecture Framework VOIP Voice over internet Protocol xxi Part I Digital Systems Trends
for enterprise systems mostly relying on traditional relational data base management systems. As for drivers, cloud computing is represented in Fig. 1. 1,
Big data seems to be yet another brick in the wall in the long discussion in the information systems field on information supply to decision makers and operations in enterprise.
and adopt techniques for allowing modular and flexible access to information and analysis of data across the enterprise.
including a Teradata enterprise data warehouse, Oracle and Mysql data marts, visualization technologies, and Hadoop at the core of Nokia's infrastructure.
analytics for enterprise class hadoop and streaming data, 1st edn. Mcgraw-hill Osborne Media, New york References 21 Chapter 2 Cloud computing Abstract During the last decade, the Information and Communication Technology (ICT) industry has been transformed by innovations that fundamentally changed the way
the applications such as office and enterprise systems are used over the network. This level is considered as the highest level of abstraction on the cloud.
Virtualization of enterprise servers introduces considerable security concerns. Associating multiple servers with one host removes the physical separation between servers,
The chief advantage of this model is that the enterprise retains full control over corporate data and security and system performance.
This is a common model for governments and large enterprises, when there are concerns about security and data sovereignty.
This model is suitable for enterprises in which the transformation to full outsourcing is done already,
This step faces two important challenges which are defining the enterprise architecture which can be a time consuming task,
a case study of migrating an enterprise IT system to Iaas Ian Sommerville. Inf Syst J abs/1002.3: 450 457 9. Chang V, De Roure D, Wills G,
from development and integration with enterprise information systems, to a secure supply to the final users, through a constant control and performance monitoring.
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
Integration, facing the issue of the alignment and adaptation to enterprise information systems, at software as well as data level.
Development Platforms for Mobile Applications (App) based on a reference framework Application integration with enterprise information systems (software and data) Device management (data privacy and security) Software solutions
EAS Enterprise Application Systems. Finally, we consider a hybrid development model. This is a combination of the previous ones,
an organization faces management decisions concerning their integration with its own enterprise information systems (see Fig. 3. 3). Indeed,
the adoption of a strategy of Enterprise Mobility highlights some critical issues in terms of management of'the infrastructure,
or customize the applications according to the specific needs of the buyer Private enterprise application store These environments have restricted a access,
and other mobile workers) These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their management, use and updating.
when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,
Commun AIS 16: 751 775 3. Overby E, Bharadwaj A, Sambamurthy V (2006) Enterprise agility and the enabling role of information technology.
Also, it discusses enterprises'drivers and strategies that concern this trend as well as to understand its implications on the businesses. 5. 1 Introduction It is very common nowadays to see workers from different levels in different companies bring their own laptops to the work environment to use them to do
known as the consumerization of IT, has the potential to play a significant role in improving business productivity and agility for enterprises.
and communications among the enterprise's employees as well as better recruitment process by using social media platforms 9. Operational opportunities:
This report argues that enterprise policies and practices are well behind the arrival of new advancements.
Furthermore, other survey results show that 63%of mobile devices that connect to enterprise networks regularly are used for both work and private purposes
there are concerns raised about the possibility of harmful software being introduced into the enterprise network by poorly protected smartphones,
it will be difficult for enterprises to enforce their own policies that are related to HR, legal scope and context,
2. the possibility of losing corporate data as a result of access by unknown users and unmanaged devices to enterprise networks;
However, such procedures can conflict with the enterprise's IT SECURITY policies 13. As mentioned before, cloud computing is the IT service that makes this even easier,
or qualified for use by the existing IT infrastructure at the enterprise 14.96 5 IT Consumerization Organizations have to reconsider how they manage user computing in order for them to effectively meet the previously mentioned challenges of dynamic landscape and truly embrace consumerization.
Shorten the Time Frame for New Computing Approach Adoption Many of the consumer technologies that are already in use by enterprises are advancing very fast.
Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise.
which can result in a better understanding of the different needs of users in the enterprise.
, a smartphone into the enterprise environment and uses it to obtain immediate access to corporate email and calendar, communication facilities,
and associated application software from the physical client device that is used to access it 5. 5. 3 Virtualization Strategy This strategy enables enterprises to quickly achieve business benefits gained from IT consumerization by moving the desktop and/or applications into a data center.
and cloud services to deliver apps to devices 16.5.5 Strategies for IT Consumerization 103 5. 6 Enterprise Drivers Behind the Consumerization of IT The drivers that motivate enterprises to adopt IT consumerization strategy include increasing productivity,
Thus, IT department is relieved of some time-consuming aspects of supporting an enterprise infrastructure, which would enable IT staff to focus on strategic initiatives and projects 16.
and retain valuable employees as important assets of the enterprise. As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16.5.7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy,
nor appropriate in all environments, because many devices are not secure enough. Also, legal considerations with regard to licensing, security,
Level of consumerization of IT within an enterprise. Organizations need to have clear view about the degree of IT consumerization that is already existed,
Therefore, enterprises must address a number of legal issues, including: the owner of the data on a privately owned device, accessing the corporate data remotely from a personal device,
Enterprises have to establish baseline needs at the beginning of consumerization of IT strategy planning in order for them to be able to determine the financial impact
As for technology considerations, common infrastructure-related issues that enterprises are concerned with include: the optimum choice of a consumerization of IT strategy in order for the enterprise to realize business benefits,
the needed changes in the infrastructure to be able to support a consumerization of IT strategy and the support of different mobile devices.
Table 5. 4 Desktop delivery option On your own Bring your own Choose your own Here is your own Consumer desktop Enterprise desktop Consumer OS Consumer OS Enterprise OS
Enterprise OS Local workspace Local workspace Local workspace Local workspace Session roaming Session roaming Virtual desktop Virtual workspace (server
For example, Microsoft's $1. 2bn acquisition of Yammer has positioned the software giant to introduce enterprise social networking capabilities to its existing business collaboration systems such as Sharepoint, Exchange, Lync and Office 365 17.
and Twitter and at the same time to work in accordance to the security standards of the enterprise firewall and can be integrated with other systems at the enterprise that are managed by a company's own IT department.
and regarded by the experts who follow the enterprise social networking market. The employees who use Yammer can set up user profiles,
This company brings social, multimedia experience to enterprise telephony 18. Avaya is exploring the social dimension of unified communication by using the Avaya Flare,
Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives
enterprise drivers and recommended strategies as well as different business scenarios for IT consumerization have been explained. Consumerization is not a fleeting concept;
Its implications on the future of the enterprise require IT innovation that goes beyond simply supporting BYOD strategy.
the future of enterprise mobile computing. White Pap Dell, Dell Headquarter Round Rock, pp 3 14 6. Docherty J (2009) Consumerisation of IT:
ENISA, Heraklion, pp 1 18 5. 10 Summary 109 8. Copeland R, Crespi N (2012) Analyzing consumerization should enterprise business context determine session policy?.
Intel (2012) Five steps to consumerization of IT in the Enterprise. White Pap from Intel 15.
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 22 16. Harteveld A (2012) Microsoft recommendations for a consumerization of IT strategy.
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 16 17. Taylor P (2012) Consumerization of corporate IT accelerate.
It is referred often to as a component of Enterprise Content Management (ECM) systems and related to digital asset management, document imaging, workflow systems and records management systems.
and other real-time feedback applications that help in the delivery process to a diverse audience within the enterprise.
and enterprise customers with the ability to jointly create a video script. Taking the above issues into account
an interesting solution for Enterprise Identity Management has been proposed by Royer and Meints 15. The framework, resulting from a comprehensive literature review and findings from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach
, resulting in an Enterprise Identity Management (EIDM) Decision Matrix 15. As shown in Fig. 7. 2,
which echo the goals of the introduction of an Enterprise Identity Management solution. For example, according to 15 metrics for the financial monetary perspective can be estimated the costs for security incidents (e g.,
are suitable to provide companies ways to manage digital business identity focusing primarily on their inner context and enterprise architecture and information infrastructure.
COBIT) Sector specific good-practice Fig. 7. 2 An enterprise identity management framework. Adapted from 15 7. 2 Privacy and Security Drivers and Challenges 137 as well as cultural factors in the outer context.
, for Small and medium enterprises (SMES) 26. Considering the case study, it concerns DHL, a world market leader in sea and air mail, founded in the United states then becoming DHL EXPRESS, a division of the German logistics company Deutsche Post DHL. The case focuses on migration and switch issues
, cybercrime and for Enterprise Identity Management. Besides the inner context of an organization, the Chapter has pointed out how digital business identity in the outer context is built through
Royer D, Meints M (2009) Enterprise identity management towards a decision support framework based on the balanced scorecard approach.
many enterprises are still careworn to implement and apply IT governance frameworks to their work environment,
This defines the‘‘as-is''position of the enterprise relative to IT control and governance maturity,
and allows the enterprise to select an appropriate‘‘to-be''level and, after an accurate analysis of the gaps, develop a strategy for improvement 10.
at this maturity level, there is a full understanding of the IT governance issues throughout the enterprise,
IT governance is evolving into an enterprise wide process, being integrated its activities with the overall enterprise governance process.
At 8. 3 Digital Governance Mechanisms 151 this level, IT decisions are shared between IT department
At this level of maturity, enterprise governance and IT governance are linked strategically to increase the company business value and competitive advantage.
in which they also established several CSFS emphasising IT as an integral part of the enterprise and the importance of awareness, communication, stakeholders'involvement, accountability and monitoring across the organization.
However, IT policies at organizations may differ between enterprises; depending on issues such as if rights and responsibilities are distributed well among the appropriate Table 8. 5 Key minimum baseline of seven IT governance practices Best practice#Best practice description 1. IT steering committee (IT investment evaluation/prioritisation at executive/senior management
The case study discussed an identified enterprise in Oman aiming to provide quality services to its citizens
However, after completing preliminary interviews, it became clear that the selected enterprise had significant gaps in its security policies
which have caused significant level of misunderstanding over just who own which role in the enterprise,
3. integration issues between the legacy and 3rd party information systems the enterprise already used, as well as other different systems from other various government agencies;
In summary, there was lack of analytics and reporting systems on the use of data and its implications across the enterprise.
Enterprises needed to have a strategic IT governance structure and practices with a focus on security
Therefore, the authors selected the most critical control objectives based on the goals of the enterprise,
The risk of an enterprise not knowing the identity of its business partners is increased by e-commerce transactions
it is considered to be an integral part of enterprise governance and has the ability to provide mechanisms for leadership and organizational structures and processes.
because that is what allows an enterprise to transform a technological innovation in sustainable economic value for the business itself 11.9.1 Introduction 167 Table 9. 1 Definitions of business model Authors Definition Key concepts Magretta 2002
competitors and suppliers of complementary services, outlining the relationship between the parts that make up an enterprise's network.
10.1007/978-3-319-04307-4, Springer International Publishing Switzerland 2014 213 Enterprise identity management, 137,143 Enterprise mobility, 57 FFACEBOOK
In order to thrive, entrepreneurs need the right support from policy makers, the right partnership with other enterprises,
This report is intended for those that want to better understand the high-impact phenomenon entrepreneurs that want to turbocharge their enterprises to become part of it,
The report provides both analytical insights around the performance of high-impact enterprises as well as small case studies sharing key experiences of successful entrepreneurs.
and employment as an outwardly comparable measure to comprise 20%or greater annual growth in revenue and 20%or greater annual growth in employment over a three-year time period for enterprises with 10 employees or more.
Our sample of 628 companies contains 189 (or 30%)such high-impact enterprises. In Fig. 2. 1, we compare them across three key financial metrics.
and ambition of their enterprises that allow others to share in this wealth creation early employees in technology firms being a good example,
Magic johnson Enterprises is a good example of this trend (see box. A crucial dimension of societal impact is the mentorship high-impact entrepreneurs can give both peers and to future generations.
In fact, role models such as Virgin's Richard Branson or easyjet's Stelios Haji-Ioannou have impact far beyond their own enterprises on whole generations of budding entrepreneurs.
Today, he runs Magic johnson Enterprises, a power player and well-connected partner that has invested millions in AMC movie theaters, Starbucks coffee shops, private real estate funds, websites and magazines.
This value creation, in economic terms, can be viewed as a positive externality to the economics of the enterprise itself,
and marks the point where efficient operation of the enterprise to generate cash becomes a strong focus.
cash flow can kill enterprises at all life stages and so will never be completely absent from entrepreneurial decision-making.
Retail and Consumer Products Financial services Media, Arts and Entertainment Automotive Telecommunications social enterprise/nonprofit Transportation Marketing and communications Distribution and Manufacturing Real estate and Construction Biotech/Med
When looking at high-impact enterprises using the OECD definition, the patterns observed for the overall Eoy sample become even more pronounced for Frontier companies.
As firms transition from a small enterprise with double-digit staff into organizations that have different departments
it suggests that after having had a fantastic start into their life as an enterprise in the Young phase,
Considering high-impact enterprises as defined by the OECD in Fig. 4. 11, it seems that the pursuit of growth is slightly delaying profitability in the Frontier companies.
Median operational metrics of Maturing Eoy contestants 28 The Bold Ones The OECD high-impact enterprises in this age group start suffering from the effect of statistics,
With only 5 and 7 companies in the Traditional and Services categories, respectively, it is hard to draw strong conclusions from data that shows a much higher sales effectiveness (sales/assets) for Traditional highimpact enterprises,
Among Frontier companies, where 31 enterprises out of 76 still meet the OECD definition there seems to be a good overlap with the Eoy peer group.
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