I will always remember their classes of Public Enterprise and Doctoral Seminar, respectively. In addition, I would like to thank all administrative staff of the Universitat Autònoma de Barcelona, in particular the professionals of the Business Economics department.
The entrepreneurial behavior of small and medium-sized enterprises (SMES) and its influence on the performance of them is the main topic in this dissertation.
when considering small and medium enterprises separately. A multigroup analysis has enabled us to illustrate that networks play a stronger role in EO development in medium-sized companies than in small ones
Journal of Small Business and Enterprise Development, 18,219-231. Brass, D. J. 1992. Power in organizations:
establishing the science of enterprise networks. Production and Operations Management, 14,493 513.136 Brown, T. E.,Davidsson, P. and Wiklund, J. 2001.
establishing the science of enterprise networks. Production and Operations Management, 14,493 513. Burt, R. S. 1992.
Commission recommendation of 6 may 2003 concerning the definition of small and medium-sized enterprises. Official Journal of the European union-EUR LEX. http://eur-lex. europa. eu. Consultation days in January, 2010.
the nature and microfoundations of (suatainable) enterprise performance. Strategic Management Journal, 28,1319-1350. Teece, D. J.,Pisano, G. and Shuen, A. 1997.
Enterprises and their CIOS need to flip from old to new in terms of information and technology leadership, value leadership and people leadership.
to ensure that their enterprises survive and thrive in an increasingly digital world? Flipping to Digital Leadership:
industrialization (focusing on process efficiency and effectiveness) into a third era of enterprise IT, where digitalization is transforming business models
innovation and differentiation The third era of enterprise IT has arrived 4 Gartner Executive programs EXECUTIVE SUMMARY These are not small changes.
This report's case study enterprises are already exploring new digital technologies and trends. And experimentation with post-nexus technologies is creating the next disruption horizon.
CIOS and their enterprises need to focus on all three phases of the benefits life cycle: plan, execute and harvest (see figure below.
CIOS need to help the enterprise understand and get excited about where digitalization can take the Business education
CIOS and other IT leaders need to increase the digital savvy of their enterprises using techniques shown in the figure opposite.
that of their enterprise) to information and technology, value measurement and management, and people. The mapping exercise at the end of the report is designed to help CIOS understand
and accelerate change in your enterprise? Do you have a network of qualified peers who can help you uncover innovative approaches?
From CIOS and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, we are the valuable partner to clients in 9, 000 distinct
enterprises worldwide. Through the resources of Gartner Research, Gartner Executive programs, Gartner Consulting and Gartner Events, we work with every client to research,
This index is calculated by the Directorate General Enterprise of the European commission. Here the component indicators are normalised according to distance from the overall European mean.
) Here, all the sub-indicators are expressed in terms of percentage of enterprises possessing a given infrastructure or using a given ICT tool.
and indicator I2 The percentage of enterprises that have a web site display a correlation of 0. 88 in 2003:
European commission,(2001a), Summary Innovation Index, DG Enterprise, European commission, Brussels. 33. European commission (2001b), Internal Market Scoreboard, DG MARKT, European commission, Brussels. 34.
Especially Asia is a popular market for European companies as more and more Asian enterprises want to do business with our continent.
The study was commissioned by the European commission, DG Enterprise within a Framework Contract coordinated by the Austrian Institute for Economic Research (Wifo)( co-ordinator:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.27 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
the performance of actors from Europe (both enterprises and public institutions) in producing new technology compared to the main competing regions (North america, East asia);
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006.20 Figure 2-2:
Information sources for innovation (per cent of innovative enterprises citing the respective source as highly important), 2004-2006 0 10 20 30 40 50 60 Internal sources
Multiple sources per enterprise allowed. R&d intensive industries: NACE (rev. 1. 2) divisions 23-24,29-35.
North american applicants comprise to a significant extent young enterprises in the fields of biotechnology and nanotechnology, including a number of research companies. 4 This analysis is based on the full sample of 18,294 nanotechnology patents (EPO/PCT).
major enterprises. Main corporate players in this area include Philips Gmbh, Thyssenkrupp Stainless AG and BASF coatings AG. 9 http://www. icn-project. org/fileadmin/ressourcen/Dokumente/3 ris/Regional profiles/NRW. pdf 10 http
A few large multinational enterprises act as anchor companies to stimulate economic growth while network organisations are in place to nurture academia-industry collaborations.
Overview of nanotechnology institutions in the NRW nanotechnology cluster network Networks Research centres University institutes SMES Large enterprises Finance Aachen 1 3 10
There are a few large nanotechnology enterprises, such as Philips and BASF, which are located within the cluster network to stimulate economic growth.
This research specialisation makes it easier to get the major enterprises as lead customers or to establish more applied research collaborations.
and six large enterprises present. In addition to this, six different networks and one venture capital firm accompany cluster activities.
since enterprise R&d surveys rarely collect data on R&d expenditure devoted to nanotechnology. Figure 3-25:
Microelectronic patenting is concentrated typically among a few applicants, mostly from the business and enterprise sector. Table 4-4 shows the list of top-ten patent applicants in the three regions.
and helps move the results to market through existing companies or spin-off enterprises. It is confined hence not to microelectronics
EN developing industrial technologies and helping private enterprises enhance their competitiveness with a focus on the field of IC.
serve as lead customers and finance new developments Bay Area supplies world wide to pharmaceutical enterprises Market structure Good mix of small and large firms.
Success factors, market and system failures The field of photonics profits from a large and diversified industrial base with a large number of successful enterprises committed to R&d and innovation in photonics.
Similarly, most patents in the field of energy-efficient materials have been applied by enterprises from the chemical industry
with more than 100 SMES created by around 250 young talents), the Hunan Xinjinrong Technical Incubator and the Oak Garden Enterprise Business Incubation Service.
Policy options Developing and commercialising advances in material technology is by and large the business of a large number ob enterprises engaged in various sectors of processing raw materials
support for knowledge transfer networks as well as for collaboration between small and medium sized enterprises and large enterprises.
In these three KETS, a few large enterprises dominate patenting. KETS are very much related to the chemical and electronics industry.
A more strategic focus of supply measures for technology relevant for growth markets has strong potential to foster high-growth innovative enterprises
and services in sustainable construction has large potential for high-growth innovative enterprises in Europe.
Countries with the right mix of science and technology strengths are positioned better to take up the market opportunities in sustainable construction fostering high-growth innovative enterprises;
For decades Silicon valley has been perceived as a seedbed of enterprise where digital technology and creative ability combine to deliver hugely successful products and services to world markets.
with attention to the ecosystems of small enterprise creation and development. Specific aims of this paper are to:
and influence Determine factors that stimulate enterprise start-up, growth and success Evaluate the need for short--term
Convergent enterprises the hallmark of cluster members where businesses integrate various disciplines to execute their vision are most often found in urban high--density groupings which bring together dynamic start-ups, fast growing SMES and various
The authors have been observing these clusters for some time including direct involvement and interaction with cluster stakeholders and enterprises themselves.
here, is in why and how individual enterprises in the creative, digital sector come together in well-defined geographical boundaries.
for the purposes of our discussions we are considering groups of enterprises producing a critical mass of business activity that have significant impact on the local economy through investment, employment, infrastructure and profitability.
what we see today 15,620 enterprises commencing in a 12--month period leading up to March 20148 alone,
how a local university may wish to provide enterprise opportunities for graduates emerging from a degree course that has nurtured creative talent suitable for the digital sector.
digital enterprises within a defined location has evolved to a point where growth is no longer possible
and is our third case history at Appendix‘A'.University--Based Technology Enterprise Centres/Parks/Incubators Centres of academic excellence usually universities
It is the last of these that brings us to include such enterprise centres or parks in our discussions of creative clusters.
and realised, the creative digital enterprise gets off the ground, and the business owners retain a special
and acceleration to progress as a mature enterprise. This can become a two-way street where a corporate academy
or internal R&d centre can support a new creative digital enterprise, incubate and accelerate its growth,
which the enterprise is located and reflects the atmosphere, culture and sociability of the ecosystem.§§Infrastructure.
Enterprise owners value the physical closeness and availability of services from other companies. Stakeholder Interests and Influence With recognition of the potential economic value that creative, digital clusters can bring to local,
regional and national economies there is a discernible interest by various stakeholders to engineer the development of viable and sustainable enterprise ecosystems.
growing and managing the enterprise Investors commercial, private, local authorities, foreign investment Financial service providers banks, providers of credit, insurers Talent developers/universities interdisciplinary talent,
Suppliers/enterprise partners aligning to client/partner needs (capacity, resources, culture, systems) Media organisations investigating
local enterprise partnerships and private sector investors towards the development of viable, successful and dynamic businesses.
Strategic interventions by public authorities to stimulate enterprise growth are increasing through a variety of mechanisms.
and buildings in to new enterprise space are gaining pace. Infrastructure development and urban design initiatives are crucial to facilitate digital sector growth and sustainability.
Enterprise structures and cultures within the digital sector are changing dramatically. Contrary to a line of popular argument that people will elect to work more from home our research is revealing something quite different.
the fledgling enterprise will require cross disciplinary talent and universities may consider how they best respond to this need.
what may account for enterprise success and failure, and how enterprises look for guidance from experienced investors.
Conclusions Our paper aimed to raise awareness of the role that clusters have in exploiting the creative
and track performance of both individual enterprise and the whole cluster itself. This will require a major programme of research that is best conducted through a partnership of academic, practitioner, consulting, private--sector and governmental participants..
Second, we strongly emphasise the need for research that can uncover the secrets of individual enterprise success why do some cluster members succeed (and,
or not have on enterprise performance. An expected outcome would be to propose approaches to enterprise design its architecture, culture and leadership.
Third, it is imperative that we establish why clusters grow at the speed we have observed
Engine Shed is supported by Bristol City council, the University of Bristol and the West of England Local Enterprise Partnership and also acts as a home for Bristol's component of the regional SETSQUARED Partnership.
and pace of change 123 456 Steps to setting up a digital enterprise CIOS taking the lead on digital need to enable the rapid assembly of new ideas and business initiatives.
Enterprises extend their ability to develop new business concepts, their dynamic capability, by accessing external resources.
Small and Medium Enterprises, competitiveness, innovation. JEL: O32, Q55 Introduction In an increasingly complex business environment, organizations have been confronted with rapid changes in technology, competition, regulation and customer needs and demands.
The new business concept is conceived from the current state of products and processes in the enterprise, the current markets and a perception of future market opportunities.
With the current rapid transformation of markets, enterprises would quickly stagnate and competitive positions without renewing.
the capacity of the enterprise to muster resources and to act in a sufficiently dynamic way.
Many therefore consider better access to such external resources to be a vital policy instrument to support the innovative capacity of the business sector, especially for smaller enterprises.
Innovation systems have received attention from researchers as well as policy-makers as possible instruments for improving the innovation capacity of enterprises.
It is imperative that innovation systems are developed with a thorough understanding of how enterprises utilize external resources in their innovation processes.
The innovation capacity of an enterprise thus rests on the foundation of its resources, which have been accumulated as a result of previous activities.
thus the process at the strategic level that enables the enterprise to change the content,
Many enterprises, especially SMES, encounter difficulties in planning, implementing and marketing innovative products and in innovating in their production processes.
Enterprises of all sizes should be more flexible in responding to rapid changes in demand, adapt to new technologies, such as ICT and e-business,
SME represent 98%of approximately all enterprises in Europe. Approximately 80%of their activities are carried out at a local or regional level.
The Enterprise Agenda 4 Regional Competitiveness for Enterprise 5 4. Overarching Findings 6 Overview 6 Planning,
Development and Delivery Infrastructures 6 The Enterprise Development Agenda 8 Enterprise Related Regionally Based Initiatives 11 Critical Infrastructure Broadband 12 Conclusion 14 5. Regional
and the Mideast (the East) 29 6. Regionally and Locally Driven Initiatives 32 Túsnua 32 Dundalk 2020 32 Spirit of Enterprise Forum 32 The Young Entrepreneur Programme 33
Successful enterprise development depends on a well planned spatial environment, which efficiently delivers the appropriate supporting infrastructures (both physical and soft) to create competitive and attractive locations for foreign and indigenous business investment.
and stimulate enterprise development2. Global and national developments over the past year mean that regional competitiveness has become even more important.
Highlight from an enterprise perspective, how each region can continue to develop its competitive environment,
Process The process involved extensive collaboration with the Development Agencies4, the Department of Enterprise, Trade and Employment (DETE), the Department of Environment, 1 NUTS III level:
. ie 4 Including IDA, Enterprise Ireland, Shannon Development and Western Development Commission FORFÁS REGIONAL COMPETITIVENESS AGENDAS:
The research, analysis and wide consultation broadened the original scope to encompass sectors outside of those supported directly by the enterprise agencies,
and enterprise development Informed the regional economic strategies (RES) for the update of the Regional Planning Guidelines6 (RPGS)
and informed priority actions Developed a Regional Competitiveness Agenda in support of the enterprise development agencies
from an enterprise perspective Section 4 Outlines the overarching findings arising from the study that have relevance at national level,
The concepts remain valid from an enterprise development perspective and arguably have increased in importance7, in particular:
Ireland's enterprise structure is shifting as services contribute a greater proportion to overall economic growth.
and from an enterprise development perspective, the gateways take on an increasingly important role9. Realising potential:
The Enterprise Agenda The Government's Building the Smart Economy identifies the importance of returning to export-led growth
and the enterprise agencies have a crucial role to play in leading and supporting that objective.
Successful enterprise development and the creation of an attractive location are interdependent. Regions that support strong and dynamic enterprises are crucial to Ireland's return to overall economic growth.
Regional Competitiveness for Enterprise Ensuring an optimum business environment'on the ground'within the regions requires a specific focus.
International research11 informed the development of a framework of competitiveness factors that facilitated a comprehensive analysis of The irish regions-to determine not only performance
but also to identify key regional assets and areas of enterprise potential (Table 1) 12. Table 1:
Competitiveness Factors Enterprise Dynamic assessing the enterprise structure, employment and GVA, the contribution from agency supported enterprises,
and enterprise potential are optimised regardless of location It is important that governance and leadership structures at the regional level are efficient
This challenge is evident for the National Spatial Strategy, Enterprise Strategy, the Strategy for Science, Technology and Innovation, the National Skills Strategy and enterprise agency sectoral strategies.
There is a strong interdependence between the planning, development and creation of an attractive environment (the NSS) and enterprise development.
We need to consider the roles of the Regional and Local authorities and of the Enterprise Development Agencies,
OVERVIEW, FINDINGS & ACTIONS 8 Actions The Enterprise Development Agenda Enterprise investment plays a crucial role in achieving balanced regional development.
The enterprise development agenda comprises a suite of interdependent elements, which take on an added complexity when considered in the regional context:
It is important that specialist sectoral knowledge within the enterprise development agencies is employed where necessary to support regionally based sector development initiatives.
and to engage proactively with firms and the enterprise development agencies. Having said that, concerns were raised in most (if not all) regions about initiatives to fasttrack re-skilling of the unemployed
A more proactive regional approach to collaborative initiatives, within the context of a region's enterprise potential, would enhance the current position. 17 Including national road networks, research centres,
incubation and community enterprise centres etc 18 Although this section focuses primarily on the unemployed,
The establishment of a CEB Coordination Unit in Enterprise Ireland in 2007 is beginning to have impact, particularly in terms of consistency in approach across all of the CEBS.
Enterprise Related Regionally Based Initiatives As a developed economy (facing significant challenges in the current economic downturn) successful enterprise development is premised upon enhanced skills and innovation, leading to improved productivity and competitiveness.
Twenty-first century enterprise development requires a balance between the top-down (globally linked) national approach, and collaborative engagement at a regional level.
Our research has demonstrated that enterprise related actions are being taken at a regional or local level (Section 6). However,
Túsnua, Midwest Task force), to stimulate enterprise development (e g. Spirit of Enterprise, Southeast) or entrepreneurship (Young Entrepreneurship Programme, Kerry), to drive an increase in innovation (Regional Innovation Cluster, Southwest),
or to drive'smart'energy usage (Dundalk 2020). 21 Particularly in relation to a number of agencies including Shannon Development,
consistent and cohesive approach to realising the potential of the regions and stimulating enterprise development.
Our analysis raises the fundamental question as to how the enterprise development agencies themselves might best engage strategically at a regional level to drive the realisation of the RCAS
The development agencies can also play a vital role in influencing investments in infrastructures specific to enterprise (and in some cases sectoral) needs.
Action A mechanism needs to be established with the Enterprise Development Agencies and within the Doehlg structure that harnesses the range of stakeholders required to deliver, at the regional level, on a cohesive and coordinated enterprise focused agenda.
Establish a Regional Economic Forum23 in each region to meet quarterly that brings together the appropriate expertise and competences,
and to deliver on a cohesive and coordinated enterprise focused agenda, to include: the enterprise development agencies planning and development authorities (Regional and Gateway) The Forum should be oriented action,
update on progress, identify and address barriers to development. They should also facilitate knowledge sharing and best practice,
Critical Infrastructure Broadband In every workshop and one-to-one consultation the need for access to high quality, competitively priced broadband infrastructures was cited as the main infrastructure barrier to enterprise development today within the regions.
OVERVIEW, FINDINGS & ACTIONS 13 From a regional perspective broadband is an enabler for enterprise to establish in locations outside of the main gateway centres
high quality, cost competitive broadband needs of enterprise as a matter of priority. The government needs to develop an investment plan to deliver on its broadband strategy.
and optimises the interaction with hubs and their immediate hinterlands A coordinated approach to driving the enterprise agenda at regional levels,
and An awareness of the factors that influence enterprise investment decisions and prioritisation of infrastructure investments and actions that address the needs of enterprise.
and to stimulating debate and ensuring that the enterprise agenda is embedded firmly in regional policy.
and resource efficient approach and to leverage existing initiatives to deliver on the regional enterprise and planning agendas.
and deliver on a coherent enterprise strategy The region benefits from its ability to access EU
A simple renaming could have a positive impact for marketing the region for enterprise development
provides an attractive environment for enterprise investment, for tourism development and from a lifestyle choice perspective.
and in ICT with the Digital Enterprise Research Institute (DERI) Comprising 13%of the total workforce,
Georgia Tech 36 Using agency supported enterprises as a proxy 37 e g. Teleflex (shared services operation
Points of interest and potential The Southwest has a dynamic and broad enterprise sector with predominance in Pharmaceuticals,
and given the nature of its existing enterprise and research base the cross sectoral aspects may present real opportunity for differentiation capitalising on convergence opportunities (Figure ii) Kerry in particular has a strong entrepreneurial culture.
Enterprise Connection Point) as currently, a‘push'approach is required more often to garner interest from firms to engage with research institutes,
and internationally 42 The IBEC coordinated Export Orientation Programme (EOP) Graduate Placement Programme indicates the potential in collaborative approaches between industry and the enterprise agencies in this area. 43 CSO Population
and the region recorded the highest number of EI supported high potential start-ups (HPSUS) of all regions during 2007 Informed by employment trends and the existing enterprise base,
and although there have been developments in recent years the transition to a more knowledge intensive enterprise profile has been relatively slow.
regionally based initiatives such as the Spirit of Enterprise demonstrate local capacity and capability to stimulate a collaborative
and regional approach to the development of indigenous enterprise The small portion of the total R&d spend in the higher education sector (HERD) underlines the importance of establishing linkages
Key Actions (Extract) The enterprise development focussed Spirit of Enterprise Forum is an initiative that has brought together the relevant stakeholders over the past 3 years,
and a cohesive approach to enterprise development throughout the region although the role and engagement of the agencies in this context should be clarified A cross-regional Gateway Implementation Group should be established to garner proactive support for the gateway
and to accelerate its strategic development, in terms of enterprise potential, infrastructures and the built environment Recognising the resources of potential entrepreneurs from the farming community,
and includes UL, FÁS, Enterprise Ireland, IDA, the VECS and the City and County Development Board.
Education Enterprise and Employment. Its website presents a comprehensive overview of the range of supports available,
000 tonnes of CO2 and cost avoidance by industry of approximately €500, 000 per annum since 2007. www. sei. ie/dundalk2020 Spirit of Enterprise Forum The Spirit of Enterprise Forum is integrated an,
interactive group of all interested parties involved in the promotion and encouragement of enterprise and entrepreneurship in the Southeast region.
The Forum recognises that a critical element to the success of the Southeast developing as an entrepreneurial region is to have cooperation, dialogue and common regional goals with and between the Regional Authority, Enterprise Support Agencies, Higher education institutions, Primary
OVERVIEW, FINDINGS & ACTIONS 33 and one of its key achievements, now in its third year, has been the establishment of a Spirit of Enterprise Week:
The Northwest WDF initiated a crossborder engagement that involved the enterprise development agencies in the Republic.
along with the enterprise development agencies has developed a website to provide a‘one-stop'information portal for businesses.
which recommends consolidation of a number of indigenous enterprise development agencies. FORFÁS REGIONAL COMPETITIVENESS AGENDAS:
Employment in Enterprise Agency Supported Companies, Selected Sectors, 2008 Source: Forfás Annual Employment Survey, 2008 Table A2. 1 GVA Statistics by Region Distribution of GVA across Regions(%)GVA per Person at Basic Prices (Euro) Region
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