A lower cost, business friendly environment...27 Ambition 2: A more skilled labour force...45 Ambition 3:
1. a lower cost, business friendly environment with less regulation, lower taxes and more competitive markets;
Government has an important role in fostering the right economic environment, so that businesses can create
The fundamental aim of the Government's Economic Action Strategy is to provide a competitive environment that allows businesses to create the jobs
a lower cost, business friendly environment with less regulation, lower taxes and more competitive markets;
Business Environment TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary ix Ambition 1:
A lower cost, business friendly environment The Government will make it easier and cheaper to do business by:
but Australia also faces an increasingly competitive and uncertain international environment. While the opportunities are great,
and Built environment & construction as having strong growth paths. c) IBIS World (2013), Australia's Top 5 New Exports.
by our strong intellectual property environment and educated workforce (ABS, 2013b). 7. Tourism for the world's growing middle classes Australia ranks 11th in the world for tourism revenue, with around 6 million international visitors arriving here in 2013,
which has an important role to foster an economic environment where productive, self-reliant enterprises can flourish.
and allow businesses the flexibility they need to adapt to the rapidly changing economic environment.
1. a lower cost, business friendly environment with less regulation, lower taxes and more competitive markets;
and improving the business operating environment, including by reducing red tape and increasing the quality and effectiveness of government engagement with small business.
A lower cost, business friendly environment The Government will make it easier and cheaper to do business, particularly for small business, by:
Department of Environment, 2014. Fewer than 20 taxpayers contributed to the meagre revenue raised by the Minerals Resource Rent Tax,
Until recently, offshore petroleum activities in Commonwealth waters required assessment and approval by both the National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA) and the Commonwealth Minister for the Environment
under the Environment Protection and Biodiversity Conservation Act 1999. The Government has simplified already this process by making NOPSEMA the sole designated assessor for these activities in Commonwealth waters.
attracting investment and creating a stable investment environment; putting downward pressure on electricity price rises, increasing competition and consumer choice,
and reducing unnecessary regulation while protecting consumers and the environment. Box B3: Australia's energy resources and the cost of energy for Australian businesses and consumers Australia has abundant energy resources.
The broadly-based reforms of our first three ambitions focus on improving the general business environment
with the right enabling environment, can be world leaders. Backing our competitive strengths and building on the Entrepreneurs'Infrastructure Programme,
Ambition 4 73 taking practical steps with governments to improve the regulatory environment; facilitating new commercial partnerships through supporting industry-led projects between SMES and large businesses,
The Competitiveness Agenda is designed to provide a competitive environment in which any business, whether big or small, can succeed on its intrinsic merits,
Consultation pathways Reform Consultation pathway Projected timeframe A lower cost, business friendly environment 1. Accepting trusted international standards and risk assessments The Parliamentary
Department of Environment. 2014, July. Impacts on Households and Businesses Fact Sheet. Retrieved July 18, 2014, from Department of Environment:
http://www. environment. gov. au/system/files/pages/59388d77-a9b5-4e4c-87b7-d732baf7c45b/files/factsheetimpacts-households-and-businesses 0. pdf Department of Foreign affairs
and Trade. 2014). ) Trade in Services Australia, 2012-13. Canberra: Commonwealth of australia. Department of Industry. 2013a). ) Australian Innovation System Report.
while reducing the strain on the environment. We must make a concerted effort. Enterprises in the private and the public sectors must take upon themselves the responsibility for innovation.
we need innovative enterprises and industrial environments throughout Norway. Our enterprises are themselves responsible for utilising the potential that exists in the market,
social responsibility and the environment to play a role throughout the work of the administrative apparatus. The Government will:
while at the sam e time reduce the pressure on the environment. Erik Solheim, Minister of the Environment and International Development 18 Research generates new ideas
and solutions that can contribute to increased innovation. It also contributes to converting innovative ideas into concrete solutions.
Innovations in the working place page 7 of 271 Vision & Strategy Leadership Processes Culture Physical Work Environment The recent report for the European commission Innovation Management and the Knowledge
interacting pattern of influences that make up the innovation environment. Joined-up thinking has never been more important,
The aim is to encourage a more innovation-friendly environment throughout the EU, and to stimulate technological innovation and the setting up of innovative technology businesses.
The Technology Audit technique examines concurrently the External and Internal environment of the company and identifies the human resources relation to company's performance.
SWOT analysis is another tool for auditing an organisation and its environment. It is the first stage of planning
A scan of the internal and external environment is an important part of the strategic planning process.
and threats (T). Such an analysis of the strategic environment is referred as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in
and Weaknesses as well as the existed or forthcoming Opportunities and Threats from its external environment. Only when these four critical information elements are elaborated well and known,
Gathering information on Opportunities and Threats should focus on the external factors. 3. Create a workshop environment
Creative person (group) Creative product Creative process Creative environment-adaptors: prefer to do things better; try to improve the present situation without making radical changes,-innovators:
Creative person (group) Creative product Creative process Creative environment adaptor; innovator can be a concrete one or a psychological, ideal one an extremely complex phenomenon out
how does the management style stimulate the creative environment 4. 1. 3. 1. Adaptors/Innovators As far as the creative person is concerned,
are found in departments as marketing that demand interaction with changing environments (who deal with incertitude;
the observation spirit. skills (the role of heredity and of the environment in forming them);
creative attitude. the influence of the external environment, especially of the social one (the role of social demands in stimulating creation in an epoch, the stage of the project:
4. 1. 3. 4. Creative environment Creativity Barriers A mind functions only when there is an opening.
Creative environment: Managing styles and creativity The traditional classification of the managing styles is: authoritarian style, democratic style, permissive style (laissez-faire."
he/she creates a stimulation environment and cultivates employees'self respect; he/she encourages the employees to seek solutions,
in order to create a stimulating environment from the creativity's point of view, it is recommended not to use authoritarian domination.
Mini guide for creating a creative environment Ask for each employee's opinion in order to produce a large number of ideas.
In conclusion, an organisational environment that promotes personal initiative and responsibility for the team's/company's goals, development of self confidence and in others, communication and alignment of the individual, group and organisational tasks,
System o Structure Elements (form, colour, material, physical state) Relation between such elements o Function Environment of the system Where to search for analogies?
Definition of the problem Definition of basic characteristics for the search Relations Environment Material Form Identification of analogical systems Discussion of the solutions found Modification Transfer Adaptation Decision
In real business environments, the overall aim of a KM strategy is the business value creation.
but also to create the business environment, which will facilitate and support all the KM processes. 4. 6. 1. Where Knowledge management applies?..
Supporting Innovation in SMES"-4. 6. Knowledge management page 72 of 271 Two Main types of Knowledge Knowledge in business environments exists in two main forms, the tacit
Implement a culture change policy In today's very competitive work environment many employees don't feel safe in their work position and usually‘'hide''knowledge,
In this environment, best practice working procedures are business-critical-information. They must be defined clearly and accurately communicated to employees.
but they have to do that in an environment where rules have to be followed. Has any worker on the assembly line the authority to make changes that he thinks will improve its efficiency?
Nurturing an environment that encourage the creativity of employees (blue sky thinking that use toys to stimulate creativity are to be considered-see links) Setting up organizational structures/mechanisms that support,
the procedures they use, the environment they work in. Basically, the success of the quality circles is based on the feeling the employees get
They are regular events Well-known fast channels, Market-like environments. Good engines also allow broad enough perspectives to enter the innovation activity.
This is particularly critical in innovation environments that allow people to move forward with their ideas without too much management interference early on.
Outof-proportion individual rewards may create a cutthroat environment for competition that over time is detrimental for cultivating the team spirit necessary to drive complex innovations in alignment with business unit goals.
Links Using toys to stimulate creativity http://www. thunderboltthinking. com/performance improvement. htm Creating an Environment for Innovation http://www. strategyletter. com/CD0902/featured article. html Risk
Supporting Innovation in SMES"-5. 3. Benchmarking process page 101 of 271 5. 3. 0 Introduction Companies are generally operating in a competitive environment.
The environment in which your organisation operates may differ from the analysed organisation (s) and thus some of the improvements may in fact not be feasible in the conditions existing at your organisation.
and evaluated as to their suitability and adaptability to their own working procedures and environment. A list of actions was prepared, together with a list of steps necessary in order to implement these actions in CMLS.
A review or audit of the existing environment is always a critical starting point for any product development process.
store environments can be tested, dog food can be tested, airline service can be tested, equipment prototypes can be tested, etc.
-A Handbook, European, Environment Agency Georgia Institute of technology, Systems Realization Laboratory"Innosupport: Supporting Innovation in SMES"-6. 4. Recycling Strategies page 145 of 271 Links http://www. iema. net/,Institute of Environmental Management & Assesment http
The competitive environment of the applied research in ICT sectors is highly dynamic and subject to a rapid technological evolution.
Enhancing the learning environment within the workplace is a key element in the facilitation and management of innovation. 9. 2. 1
lets people apply what they know about the real world environment to the task of navigating the MBT course;
makes the learning environment more predictable; contains objects and actions corresponding to real-world; give the MBT solution a unified and consistent appearance and organization;
The use of the right metaphors in combination with the appropriate lesson structures can provide for a rich and effective learning environment that can be stimulating the generation of innovative ideas.
More often than not, staff performance is being challenged within an ever-changing market environment keeping up-to-date with the latest technology advancements, customer demands, new product or process standards, management techniques,
sales and business. www. businessballs. com/freeonlineresources. htm Department for Environment Food and Rural affairs provides business advice for rural businesses,
The project is working with four main audiences, across the built environment, focusing on Contractors, Specialist Subcontractors, Consultants,
This includes a work environment striving to meet the needs of all employees. Why and where creating a company culture for continuous innovation is applied?
lobbying, environment processing, know-how transfer, etc.)can be influenced positively by bundling all regionally relevant players.
reflecting the multicultural social environments businesses are situated in. Within a business environment, intercultural competencies are essential wherever two
or more cultures coexist, interact or where products or services produced or offered by a company
Innovations usually do not take place in a given, static environment. They are rather a result of a dynamic process in an organisation that involves interplay of several internal and external factors.
and of business environment conditions in the country concerned. 4 The investigation report is under preparation.
as well as a profound analysis of business environment conditions of the target offshore country are prerequisites of a successful global operation.
Shoaib Akhtar Abstract Innovation has been termed as the most crucial of the elements in today's globalized and competitive environment.
They are of the view that new SMES benefit more from innovation than the mature organizations mainly due to their flexibility to accept change in their environment or industry.
The importance of SMES growth and their sustainability cannot be overemphasized for Malaysian economic growth and development especially in this competitive global environment.
and competence of an organization to perform in correspondence to environment. Innovation is seen as a most important part of an organizational life that emerges in daily activities
Sustainable heritage in a rapidly changing environment. In: Docherty, P.,Kira, M. ans Shani (Rami) A b s. Creating sustainable work systems.
Balancing Efficiency and Flexibility in Dynamic Environments. Organization Science. Vol 21, Nol 6 november-December. Pp. 1263-1273.20 Foss, N. J.,Husted, K. and Michailova, S. 2010.
influence of business strategies and environment. Nankai Business Review International, 1 (3), 297-316. Mathematical Methods in Engineering and Economics ISBN:
Small and medium enterprises (SMES) competing in the global business environment: A case of Malaysia.
Development & Innovation environment for SMES, including through the establishment and facilitation of a range of support services,
Horizon 2020 and the Competiveness and SME programme (COSME) will be the major instruments to provide direct support and a favourable environment for growth of SMES.
Climate action, environment, resource efficiency and raw materials SC5-20-2014/2015 Boosting the potential of small businesses for eco-innovation and a sustainable supply of raw materials 17.00 19.00 13.
Improve the business environment of the supported SMES by establishing open collaboration spaces that can involve innovation actors from different sectors and countries.
It is the objective of this action to make available to national and regional innovation agencies these two methodologies as elements of a permanent peer learning environment
Transferring the IMP rove project into an independent legal entity shall increase flexibility to reply to needs from regions and Member States while at the same time operating the tools in stable environment with highly qualified staff.
First, by providing a capacity building environment for the innovation advisors (staff of Enterprise Europe Network) that work in regions with a weakly developed consulting base and no own assessment and consulting tools;
and grow if the business environment in which they operate permits this to happen. Some of the issues relate to policies that affect the whole economy
and hence the general business environment in which SMES must operate. Other issues relate to policies
This points to the importance of ensuring that the business environment is conducive to rapid expansion of young,
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.
which are essential to provide a basis for a stable macroeconomic environment. They also include structural policies that determine the overall economic framework in which the business sector operates,
Programmes and support policies should be evaluated systematically Governments often need to go beyond provision of the framework conditions that influence the business environment to address policy
and framework conditions to underpin the entrepreneurial business environment. Policy design in areas such as competition, the regulatory framework, the tax system, labour markets, financial markets and bankruptcy laws should take account of the way these areas impinge on SMES and innovation in knowledge-based economies.
An internationally comparable set of indicators should be developed for monitoring the level of entrepreneurial activity and the entrepreneurial environment in each country.
and to foster business environments that facilitate e-business and the use of more complex applications of information technology.
and structural policies that contribute to healthy business environments conducive to enterprise creation and growth;
agencies (support services) 81 Department for Environment, Food and Rural affairs (grants, advice, in kind support) 3 120 Department of Transport
assimilate, and exploit knowledge from the environment. In other words, a minimum level of R&d activity is a necessary condition to benefit from spillovers and to appropriate public knowledge.
and the regulatory environment). Stepping outside 19 traditional economic analysis, factors such as having goals other than profit maximization, limited information about opportunities,
because their attributes and environments vary considerably. Second, there is a wide range of innovation options that can serve different purposes at different times.
2005) suggest that the hostility of the environment influences innovativeness. Firms operating in highly competitive (hostile) markets are likely to be more successful innovators by increasing the number of new product introductions through incremental innovation in order to meet customer needs.
The study suggests that the resources of firms embedded in highly competitive markets would be spent better on incremental innovations rather than radical ones because of the cutthroat nature of the environment.
They need to scan their environment regularly to learn what their competitors are doing (Woodcock et al.
and environments (water is not just water), b) design new products, systems and services more effectively,
2002) Encompassing ideas, practices or objects which are new to the organization and to the relevant environment,
in a service-centered environment, sales people must view services as the main source of revenue;
Explicit-to-tacit is typified with a learning environment particularly where students are required to experiment with published information
The environment is collaborative, active, dynamic, and innovative. Portal Features and Operation. Based on the above concepts, we propose a secure knowledge management portal for the MEP network.
and scan their environment to find best practices. Carland, J. W.,F. Hoy, W. R. Boulton, J. C. Carland (1984."
"Types of product innovations and small business performance in hostile and benign environments.""Journal of Small Business Strategy 15 (2): 33-44.
Based on small firm surveys, found that the strategy of innovation through development of more new product lines may be preferable to developing dramatic innovations for small businesses in a hostile external environment.
Innovative activity also flourishes in environments free of bureaucratic constraints (Link and Bozeman, 1991. A number of SMES have benefited in fact from the exodus of researchers thwarted by the managerial restraints of larger firms.
most SMES operate in medium to low technology environments and innovate without using formal R&d inputs.
and fluid environment also promotes the diffusion of intangible technological capabilities and understandings. 13 48.
specialised firms since complementary inputs and services are more likely to be available in a diversified competitive environment,
and capital good suppliers in Italy has created an environment that pushes innovation forward. Manufacturers make sophisticated and ever changing demands,
Examples include a producer of environment-friendly products who used ecommerce as a new way to promote his products;
3) How can a firm's innovation activities be enhanced in relation to the firm's external environment?
Although the SIV model focuses on the firm's internal environment it also relates to the firm's external environment via input parameters such as firm size ratio and the average firm age in a given sector.
The technology intake parameters measure both the inward as well as the outward 4 contributions of the innovation activities in the firm.
Although I did not propose a specific model to handle SME performance in relation to companies'external environments, I presented indicators, in the form of various types of capital,
and a new approach to account for innovation in relation to the external environment of the firm using the IBAM tool.
The Impact of the Global Financial crisis on the Environment, Energy and Sustainable Development, Part VII, Chapter 30,287 294.
if one wishes to incorporate the influence of a firm's external environment on that firm's performance (Jovanovic 1982, Hopenhayn 1992, Nelson and Winter 1978, Inman 1991, Peel et al. 1985,1986, Chen
and developed in isolation from the impact of the external environment and from other existing evaluation models (Caves 1998, Mcpherson 1995,
The input parameters of interest in relation to the internal environment of the firm include: the number of employees, the maximum number of employees distinguishing the different categories of enterprises, firm age,
At the external environment level, the input indicators that could be used in performance evaluation are the four components of innovation capital:
and selecting the mentioned input parameters relates to the internal environment of the firm. As for the external environment of the firm,
I selected financial capital and human capital from the literature review. Regarding the system capital
17 The focus of this work is to discuss SME performance evaluation while accounting for the impact of innovation on firm efficiency in relation to both the firm's internal and external environments.
Although I did not empirically treat the technology input at the external environment of the firm in this thesis,
There is a strategic value in connecting an enterprise's internal environment to its external environment,
The first group consists of those dealing with the issue of SME performance in relation to the internal environment of the firms,
and deal with SME performance issues in relation to the firms'external environment at an aggregate level.
It is therefore beneficial to analyze the internal/external environment aspects of firm performance and couple that analysis with the firm's innovation activities (Mazzarol and Reboud 2008;
The evidence emphasizes the significance of the external environment to the innovativeness of the firm.
How can innovation activities of firms be enhanced in relation to their external environment? To answer the above three questions,
I call the system environment). Another component of my philosophy of science that stems from my educational background has to do with the cause-effect relationship.
verbal descriptions and explanations (i e. narrative-textual analyses) were used in a number of papers that addressed the issue of performance in relation to the external environment of the firm,
wherein the internal environment determines how resources are used and delegated in the organization. However, innovation activities can occur in cooperation among a group of firms,
In due course, one must also look at the innovation process in relation to the external environment of the firm.
Availability of resources and the general conditions at the external environment outside the firm have an impact on the firm's innovation activities.
and how one can relate the innovation activities of the firm to its external environment.
and investigated in relation to building performance models for technology input in relation to the external environment of the firm.
Therefore, it is necessary to study the environment within which SMES operate and understand how that environment is reflected in their performance (Gnyawali and Park 2009).
As the modern economy becomes increasingly diffused (Polenske 2002), the agility and flexibility of SMES gives them a competitive edge over larger firms.
The first subgroup is concerned more with the external environment of the firm, while the second group is focused more on the internal environment of the firm.
Actually, a majority of the prediction models deal with financial failure. The stochastic theories are based on the fact that firm growth is independent of firm size.
To connect societal input to innovation in relation to the external environment of the firm, early studies assumed that growth in the short run was driven largely by capital investment,
including innovative environments (Aydalot 1985), clusters (Porter 1990), innovative milieu (Camagni 1991), regional innovation systems (Cooke 2001),
According to him, it is delivered the competencies as codified knowledge in the internal environment of the firm
Firstly, system capital is more related to existing input from the external environment. Such input comes from societal and governmental organizations and institutions.
These differences indicate the effects of the firm's external environment. Hall and Jones (1999) found that such tangible and intangible factors may be institutional
The closed system approach looks at the organization in isolation from its environment. This is in contradiction to the open system view
which involves the interaction of the organization with its external environment in the analysis. The rational aspect focuses on the operational and administrative functions of the organization
and neglected any interaction that might occur between an organization and its external environment (Shenhav 1995,1999, Cole 1994,1999).
as well as the interdependence and exchange between the organization and its environment. Within the bounded rationality theory, March and Simon (1958) called for a view of the organization that showed it being more open to its environment.
The theory emphasizes the need to take that in consideration when taking decisions and called for the institutionalization of the innovation activities of the firm.
The contingency school of organizational analysis 46 emphasizes the existence of multiple numbers of environments corresponding to different types of organizations (Lawrence and Lorsch 1967.
and decisions to correspond to the different types of environments. An organization's adaptability to its environment is the core concept in this theory (ibid.
The combination of rationality and openness in organizational systems is made clear in James D. Thompson's (1967) work.
Thompson was among the first to recognize the importance of the environment for the structure and performance of organizations.
p. 197) defined the task environment as those features of the environment relevant to the organization when viewed as a production system.
Several theoretical frameworks provided guidance to empirical studies of how organization relates to the task environment.
The institute developed a typology of organizational environments and used that typology to study larger firms (Miller and Rice 1967).
The approach of adaptation to environment has been labeled resource dependence (Pfeffer and Salancik 1978), political economy (Zald 1970, Wamsley and Zald 1973),
The Institutional Theory approach is a major natural open system theory that uses the natural analogy concerning the interaction of an organization with its external environment (Scott 2003.
The concept of external environment is intended to include those forces and elements external to the organization (Covin and Slevin 1991.
The external environment is affected by an organization's actions as well as more general economic, sociocultural, political-legal,
Innovations tend to increase in open environments (Malinen et al. 2009. Modern production requires a new approach to management,
Several scholars have conducted research that demonstrates the inseparability of the external environment from the entrepreneurial processes (Covin and Slevin 1991.
Similarly, researchers have found dynamic environments to encourage entrepreneurial firm-level behavior (Miller et al. 1988.
Organizations often respond to challenging environmental conditions, 49 such as those present in high-tech or dynamic environments,
In a highly competitive environment, entrepreneurial postures appear to promote high levels of firm performance (Covin and Slevin 1989.
or may even be negative in nonhostile environments (Miller and Friesen 1983). Laforge and Miller (1987) studied the moderating effects of firm size on the relationship between several environmental and strategic variables.
The theory-driven approach Existing performance models treat firms as closed systems in isolation from their external environments.
The way I approached the usage of the two core parameters was to relate them to the external environment of the firm through two concepts:
The reason for this is that firm efficiency is isolated not from the firm's external environment.
The importance of accounting for the firm's external environment in models and theories of entrepreneurship is evident (Covin and Slevin 1991, Cooper 1986, Bruno and Tyebjee 1982.
I use the term internal environment to mean the internal conditions of the firm as concerns the issue of business performance.
By external environment, I mean the conditions surrounding the firm that impact its performance. The same logic is also applicable to my analysis of a population of firms,
for this is also embedded in the concept of the external environment of a single firm.
and discussing the components that impact innovativeness in relation to the firm's external environment. The IBM analysis was performed on Arab countries where the level of differentiation between the intensity of innovation capital components is exaggerated.
because it is a review of existing literature that discusses the components that impact innovativeness in society in relation to the external environment of the firm.
Paper 5 connects the discussion of innovation to the entrepreneurial policies needed to enhance such activities in relation to the external environments of the firm.
Some of these models focus on the internal environment of the firm, while others consider the firm's external environment,
investigating a population of firms rather than a single enterprise. Reviewing these models and discussing their individual strengths
The models of the first group are related to the external environment of the firm, making them unsuitable to the internally-focused performance evaluation of single firms.
The models of the second group focus on the internal environment of the firm, and thus are more suitable to the investigation of single firm performance.
The SIV model looks at the issue of the firm's external environment and that environment's impact on firm performance in general,
but also considers the external environment in relation to the firm's innovation activities. Such parameters as sector age, the definition of SMES and the firm's input into the innovation activities of others require that the external environment of the firm be accounted for in relation to the firm's innovation activities.
The paper makes a clear distinction between financial failure prediction (or bankruptcy) models which are focused internally,
which focus more on the firm's external environment. Paper 2: 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
They can be related to the external environment within which the firm resides or to its internal environment.
Hazard, stochastic, and learning models are examples of models that relate to external factors, while Z-Scores, ZETA Scores,
In both cases, the models focus on the external environment of the firm, 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 ASPEM diagram functions as a map to indicate the extent to which the different models relate to the internal and external environments of the firm.
the analysis becomes more focused on the internal environment of the firm. Examples for such models are the ZETA model, the Neural networks model,
The difference between these is that the SIV model connects the internal environment of the firm to the external environment, due to the way in
the models have more focus on the external environment. Examples of those models include the stochastic models and Hazard modeling.
Such an approach allows researchers to account for the firm's external environment in relation to its firm innovation activities.
History of paper 4 The first three papers deal with firm performance from the perspective of the internal environment of the firm.
Paper 4 shifted the focus of the performance analysis to the firm's external environment.
and concepts that can be used as technology intake indicators for performance models concentrating on the external environment of a firm.
We wanted to look at the components that present the input capital into the innovation vitality of an economy from the perspective of individual firms'needs and external environments.
In the paper, we argued that innovation capital can be used as an indicator for the degree of richness of the entrepreneurial environment in a region,
an unbalanced external environment exists. That in turn leads to a negative impact on the total innovative environment of the economy.
The IBAM analysis produced two types of economies one in which firms and their founders are entrepreneurial and the other in
This analysis was performed in relation to the external environment of the firm and used the Innovation Balance Matrix (IBAM).
The connection of the external environment aspects to the internal environment aspects of firm performance was made clear in our study of the categorization of firm performance models.
A desired SME performance model must incorporate innovation at an internal environment level. The SIV model achieves this incorporation through use of the technology intake parameter (see page 3). However,
it is also important to consider the innovation input in relation to the enterprise's external environment.
Innovation activities at the external environment level affect the firm's internal environment. The IBAM tool helps researchers to assess this input by stressing the need for balance between human capital, financial capital,
At the external environment level an evaluation model of SMES that considers innovation aspects must also consider the aggregate level be it regional, national, or global.
The IBAM provides for that analysis in relation to the external environment of the firm. Although the discussion about the three types of innovation capital is meant not to provide a 76 model for measuring firm performance in relation to the external environment of the firm,
it provides potential input parameters to facilitating such analysis. Paper 5: Entrepreneurial Policies and the Innovation Balance Matrix:
History of paper 5 The issue of the connection between economic progress and entrepreneurial environment has been researched from diverse approaches.
One way to look at the question is to use deductive analysis regarding the forms of capital that contribute to the entrepreneurial external environment of firms.
and the entrepreneurial external environment of firms using diverse approaches. One way to look at the question is to apply deductive analysis to the forms of capital contributing to the entrepreneurial environment of a given society.
The paper solidifies the issue of knowledge's impact on the economic value of product development by proposing new concepts such as the Knowledge Embedded Value (or KEV) and the Knowledge Embedded Value Margin (or KEVAM.
These two concepts can be regarded as input indicators that could contribute to the development of performance models that assess the external environment of the firm.
The discussion about firms in the Arab World is used as a model for the discussion of innovation with focus on the external environment of the firm in other regions of the world.
Contribution of paper 5 to the purpose of the thesis A model is needed that connects the performance of SMES in relation to the firms'external environments to entrepreneurial policy issues using the IBAM as the bridging tool.
A performance model that is not functioning correctly at the internal environment level can lead to misunderstandings of the nature of a society's innovation activities,
The situation in the Arab World shows how misunderstanding of a firm's situation at the internal environment level can impact the big picture.
not only bridge the focus on the firm's internal environment to the focus on the firm's external environment.
Understanding the entrepreneurial policy required can help us to understand the innovation dynamics in economies as relates to the external environment of the firm.
and system capital) and provides input indicators to build upon models of performance that consider the external environment of the firm.
Managing Innovation in e-Globalized Economy Defining the Open Capital This paper was published in Allam Ahmed (ed.),World Sustainable Development Outlook 2009, The Impact of the Global Financial crisis on the Environment, Energy
Innovation capital was meant to serve as an indicator for the degree of richness of the entrepreneurial environment in an economy.
Contribution of paper 6 to the purpose of the thesis At the external environment level, the input indicators that are candidates for performance are the four components of innovation capital:
Even the models that dealt with performance issues in relation to the external environment of the firm neglected the impact of networking and the exchange of resources and knowledge on firm survival and growth.
One way to implement the concept of indirect networking is by relating the input parameters to the internal environment of the firm.
Another way to relate input parameters to the internal environment is to relate the firm's age to the age of the sector using the average life span concept (paper 3). Networking
and openness are reflected also in the introduction of the open capital concept at the external environment level.
It is materialized even at the internal environment level, through the introduction of the technology intake parameter (paper 3). Networking's impact on firm performance is accounted also for in the input from other firms into the innovation activities of the object firm.
the paper contributes to an improved approach to building performance models that are able to focus on the external environment of the firm. 81 Paper 7:
and 6 analyze the nature of innovation capital in relation to the external environment of the firm.
All tend to focus on the external environment of the firm. The other group includes Z-Scores, ZETA Scores, Neural networks,
These are more suitable to the investigation of firm performance in relation to the internal environment of an enterprise.
The 84 existing models also do not take into account in their structures the variations in business sectors and other issues of significance to the external environment of the firm.
A firm's innovation capital is analyzed in relation to the external environment of the firm by use of the Innovation Balance Matrix (IBAM.
The connection between the internal and external environments of the firm, as relates to firm performance,
Some of the models are more related to the external environment of the firm, such as stochastic theories and hazard rate models.
as these neglect variations in the firms'business sectors, locations, external environment conditions, and the age of the sector.
Performance of SMES should be measured by relating the external environment of the firm to its entrepreneurial policy issues
A performance model that does not correctly assess the internal environment can miscalculate the nature of the firm's innovation activities as they relate to its external environment.
To understand the relationship between the firm's internal and external environments, and how that is related to the innovation issue, I used a sample of firms from Arab countries to reflect on the current disadvantages of using traditional models to measure firm performance.
Even the models that dealt with performance issues in relation to the external environment of the firm neglected the impact of networking and the exchange of resources and knowledge on firm survival and growth.
which are coupled to the internal environment of the firm, were structured to describe a single firm in isolation from other enterprises.
2) the bridging of the SMES'internal environment in relation to performance analysis with a focus on the external environment;
The bridging of the SMES'internal environment focused performance analysis to an external environment focused approach A desired SME performance model should incorporate innovation at the internal environment level in its build up.
it is important to discuss the innovation input in relation to the firm's external environment. Innovation activities related to the external environment of a firm also affect the internal environment of that firm.
Today's firms do not exist in a closed system, or in isolation from their external environments,
but rather exist in an open system with a high degree of networking that varies from one sector to another.
The IBAM tool establishes the external environment perspective of the firm by stressing the need to have a balance between the three classical components of human
the innovation capital levels can be enhanced both in relation to the external and the internal environments of the firm.
It is important that the desired SME performance model facilitate the bridging of the SME's internal environment analysis to the external environment related issues of innovation using the IBAM analysis tool.
i) incorporating innovation activities in the SIV model in relation to the internal environment of the firm
and (ii) implementing the IBAM model as a tool of innovation capital analysis in relation to the external environment of the firm. 89 Incorporating innovation activities in the SIV model in relation to the internal environment of the firm
Utilizing the IBAM model as a tool of innovation capital analysis in relation to the external environment of the firm An SME evaluation model that considers the innovation aspects of a firm in relation to its external environment needs also to look at the aggregate level
One way to implement the concept of indirect networking is by relating the input parameters of the model to the external environment of the firm.
and openness are reflected also in the introduction of the open capital concept at the external environment level.
They are reflected even at the internal environment level by the introduction of the technology intake parameter.
The first three papers, together with paper 7, discussed the performance evaluation model issue in relation to the internal environment of the firm.
regardless of whether they function at the internal environment (i e. single firm) level or at the external environment (i e. aggregate of firms) level.
The discussion about innovation in relation to the single firm (internal environment-focused models) leads naturally to similar discussion at the external environment level.
and 6, focuses on the external environment of the firm and its connection to innovation as a component in the firm's general performance.
The framework binding the internally related innovation activities to the firm's 91 external environment is the Innovation Balance Matrix (IBAM.
Although papers 4 and 5 do not discuss a specific model to assess firm performance in relation to the external environment of the firm
they present a strong analysis for how to address the issue of innovation in relation to the firm's external environment.
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 last paper (paper 7) returns the discussion to the internal environment of the single firm.
regardless of whether they function at the internal environment (i e. single firm) level or at the external environment (i e. an aggregate of firms) level.
The discussion about innovation in relation to the single firm (the internal environment-focused models) leads naturally to a similar discussion at the external environment level.
and how they can be enhanced in relation to the external environment. This analysis is achieved by discussing the innovation activities at the aggregate level through the innovation capital concept and its components.
This is achieved in papers 4-6. The framework binding the firm's internally related innovation activities to the external environment is the Innovation Balance Matrix (IBAM.
and the effect of the firm's external environment have a clear impact on innovation (Wincent and Westerberg 2005, Wincent et al. 2009).
and 3) a new approach that accounts for innovation in relation to the firm's external environment using the IBAM tool.
and the internal environment of innovation Innovation activities impact both the internal environment of the firm as well as its external environment.
The models assess firms in isolation from their external environments, and in essence considered them to be closed systems (Caves 1998, Mcphersson 1995,
I tried to account for these issues in relation to the firm's internal and external environments. The SIV model incorporates the input parameters of significance that other models lack.
The input parameters of SIV as relates to the internal environment of the firm include:
At the external environment level, the input indicators that are candidates for performance evaluation are the four components of innovation capital:
Some of the models are more related to the external environment of the firm, while others are focused more on the internal environment of the enterprise.
They also require different levels of information input. The ASPEM diagram places each of the models in relation to two dimensions.
A new approach to looking at innovation in relation to the external environment of the firm Traditional SME models provided no specific focus on the role that acquiring new technologies
and establishing a connection between the internal environment of the firm and its external environment is vital to the firm's performance (Mazzarol and Reboud 2008, Vermeulen et al. 2005, Wolff and Pett 2006).
Innovation in relation to the external environment of the firm can be expressed via the capital concept. Traditionally, the discussion about different types of capital in relation to an economy's ability to be centered innovative around two basic concepts:
human capital and financial capital. In the context of this thesis, I proposed a new form of capital to cover the ability of public institutions
and private organizations to support the entrepreneurial environment in a country. This third type was designated as system capital.
Innovation capital presents the accumulated input of technology in relation to the firm's external environment that promotes innovativeness and the entrepreneurial drive of the economy.
Another research policy issue is need the to relate the innovativeness of a firm to its external environment
and not to restrict oneself to studying the firm's internal environment. The choice of input parameters in the SIV model can be tested further to relate to specific business sectors.
hopefully, lead to some positive implications for the internal as well as the external environments of the firm.
Aspects related to the internal environment of the firm In this thesis, I incorporated the aspects of the firm's internal environment to the issue of innovation.
I used the concept of technology-intake as a parameter to indicate the firm's level of innovation activity.
Aspects related to the external environments of the firm SME performance models that account for innovation's affect on the internal environment of the firm would be expected to reflect on innovation's relation to the firm's external environment, as well.
Such a system creates an environment that encourages SMES to innovate and thus enhance their survival, nourishment,
Further research is needed to build SME performance models focused on the external environment of the firm.
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