and its capacity to focus on core functions rather than red tape, can be improved. We rank well on teaching, research and citations,
Innovations in the working place page 9 of 271 Also the Organisation for Economic Co-operation and Development (OECD) monitors and benchmarks Member country technology and innovation policies and assesses their impact
The district was seeking a health check of their technology systems for hardware, software and network infrastructure as well as IT policies, procedures and organisational structure.
Effects on core activities, distraction? Reliability of data, plan predictability? Moral, commitment, leadership? Accreditations, etc?
Finally, the symbolic flowchart is verified for accuracy and dated. 2. The facilitator displays a set of standard process analysis questions.
The core idea is to forget everything we have learnt and retained when thinking about a possible solution. o We will have to break up an existing product,
Criteria Plasma LCD Advantage Disadvantage Advantage Disadvantage Contrast v v Viewing Angle v v Thickness v v Screen Refresh Rates v
5 v 5 Screen Refresh Rates 0. 1 v 10 v 10 Burn-in 0. 1 v 10 v 10 Longevity 0
though, the Plasma screen actually obtained a better score. When using weighting, the total sum of the weights applied has to amount to 1. This ensures that the distribution of the weights is applied correctly and consistently.
in order to describe the physical and electrical condition of a radio. http://www. mit. edu/jcb/xmas-light-rating. html-this page shows how to assess Christmas light displays using a point rating system. http://www. sethkahan
EMP packages hardware and software into one product which monitors all energy inputs and costs, providing instant access to information on energy usage, power quality, billing
and the core process development team should not just represent one functional group otherwise process buy in will be affected adversely.
These"three dimensional printers"allow designers to quickly create tangible prototypes of their designs, rather than just two-dimensional pictures.
Monitor the potential threat levels posed by competitive products to understand competitive strengths and weaknesses.
Monitor product quality from different factories, through different channels of distribution, and from year to year.
every year we receive a report from the SAMAR company that monitors the automotive market in Poland.
They rely on a few patents to cover their core technology and do not concentrate on protecting possible modifications or improvements of that core technology.
This is an inherently risky strategy, however, particularly if the core patents are found wholly or partially invalid,
and there are no additional patents to cover improvements or modifications of the original technology. Another risk,
Eidon has adopted a compromise solution to safeguard the core interests of both sides which is based on the following three elements:
or plug-ins) Quality of the video camera Services provided by a program outside the browser Quality of the connection The processor speed of the computer Complex and expensive use"Innosupport:
Each teacher monitors the student's ongoing activity in the simulation and offers a particular type of intervention.
More than one piece of information may be displayed on the screen at any one time using static media (text
or topic areas should be removed from the display (and from auditory channels) once a user begins to study a presentation about a new subject
Knowing your target audience is at the core in any type of marketing strategy. This is no different from utilising the web as a marketing tool.
Use of core design principles: Below are some examples of web sites considered good and less good,
groups are kept on their toes. 5. Focus on Your Core Strengths and Outsource Another way of using innovation to stay nimble and competitive is by focusing on competitive differentiators,
and closely monitors the changing needs of its markets. designs products, processes and services around customer needs
and understands and closely monitors the changing needs of its markets successfully manages new ideas
it is a core factor promoting development and growth in every sphere of life, in particular in the sphere of business and entrepreneurship.
and promote a shared set of core values in the areas of labour standards, human rights and environmental practices between the UN and the business community http://www. unglobalcompact. org/"Innosupport:
o To protect their individual core competences o To share the intellectual property generated by such a joint venture,
Managing Innovation, in Asia Pacific Tech Monitor,(22:3), pp. 30-33. DBR (2005: India Rising:
Asia Pacific Tech Monitor, Vol. 24, No. 1, New delhi, pp. 32-37. Tiwari, R.,Buse, S,
'Innovation in SMES'aims at creating a bridge between the core of the framework programme-support to research,
Horizon 2020‘Innovation in SMES'is a bridge between the core of the framework programme, the provision of support to research, development and innovation projects,
The core of the IMP rove platform is a benchmarking database for‘innovation management performance'with more than 3500 quality checked datasets.
2015budget EUR million Experts (expert evaluators, experts groups, monitors) 0. 92 of which 0. 10 from 02.040203 and 0. 82 from 08.020203 1. 14 of which 0
Subject new regulations which could adversely affect the provision of risk finance to cost-benefit tests of their likely effect before implementation and monitor their subsequent impact.
When investment is included not in the regression, process innovation displays a sizeable and positive impact on productivity for all the categories of firms under exam, column (1),
Similarly, textile, lumber, wood and paper mills, printing and publishing, and construction firms rely heavily on equipment suppliers for process innovation (Pavitt, 1984).
and thereby allow them to concentrate 7 on their core competencies (Quinn et al.,1990). ) In contrast, their SME suppliers are not scaleintensive,
They differ from core competencies (Prahalad and Hamel, 1990) in that they need not be rare or inimitable.
Core competencies rely on leverage across NPD projects within a single firm for competitive advantage, but conditions may change too rapidly for this to happen.
on the other hand, are forcing them to focus on their core competencies and turn to outsourcing to provide many of the functions that were performed once in-house.
and protect the core product businesses of an SME. Services can differentiate a company from competitors
one of Hewlett-packard's installed bases is printers. Although Hewlett-packard's servicing is in terms of a product (i e.,
, the printer), and then sells a service to keep the product running (i e.,, the ink cartridge, albeit a product.
Adapted from Oliva and Kallenberg, 2003 and Monitor Group, 2004. Table 3. 1 Service Opportunities for Manufacturers 17 Figure 3. 1 Share of Service Sales/Spending Volume by Type Figure 3. 2 Market
The latest equipment has a number of embedded sensors that monitor the performance and relay the data over the Internet back to a central office.
Once the target segment and its core needs are identified, the next task is to generate ideas to address these needs.
transform voice to signals, human input/output interface (screen, keypad, etc), and send signals to towers.
The firm can decide to generate new ideas for a human input device by searching for all possible human input devices used in other (non-cell phone) products
Monitor Group (2004. Industrial services strategies: The quest for faster growth and higher margins. Provides an in depth discussion of industrial services.
"The core competence of the corporation.""Harvard Business Review 68 (3): 79-91. Describes core competencies
"Growth beyond the core.""Financial times (31 march 2006): 10.68 Explains how manufacturers can stabilize cash flows
An important strategy deployed by SMES to create competitiveness in global markets is to use the digital technology to develop core competencies
Diversification is considered generally to be anathema to focusing upon the core product. But because of their specialisation and small size, Mittelstand companies are often at a disadvantage in terms of economies of scale.
individuals move easily from semiconductor to disk drive firms or from computer to network makers. They move from established firms to start-ups (or vice versa) and even to market research or consulting firms,
These organisations are typically technical consultants and count R&d as a non-core activity. Looking at firm growth rates during the three-year period preceding the study,
the core competencies scan (which lasts 3 hours and is used to define SME core competencies);
the network scan (which lasts 3 hours and identifies the network needs); and the innovation scan (to measure the innovative capability of the SME.
and deal with a single perspective of firm performance, such as bankruptcy or failure, using a few core input parameters (Altman 1968, Altman et al. 1977, Cadden 1991, Jain and Nag 1997).
and it encourages diversity of approach to core issues. In order to develop the intended model, I needed to build on knowledge accumulated through the years.
This section screens the existing literature on SME performance and tried to categorize the literature in a systematic way.
People constitute any organization's core resource for competitiveness (Rastogi 2000. On the other hand, if an increase in labor-productivity is related only to an increase in working hours and not to a net production output,
have a core overriding objective that is, to survive (Gouldner 1954,1959). According to this school, the internal conflicts appear
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.
The core concept in this approach is to look at the organization as a production system trying to maximize its output (Scott, 2003.
Selecting the core parameters of the intended model: The literature-driven phase SELECTION OF NONFINANCIAL VARIABLES Qualitative variables provide a useful addition to financial ratios.
Selecting core parameters of the intended model: 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:
Contribution of paper 1 to the purpose of the thesis The paper displays a topological analysis of SME performance models.
) Global entrepreneurship monitor: National entrepreneurship assessment United states of america. Kansas city, Missouri: Kauffman Centre for Entrepreneurial Leadership, 4. 112 Gentry, J. A.,Newbold, P. and Whitford, D. T. 1985.
We have analysed carefully the seven core projects which have identified 93 Good Practices (GP) and worked on their transferability.
or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.
Eligible costs include stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
The ERIK Action project was the 3rd consecutive project from the same core partnership, following ERIK and ERIK+(complemented by ERIK Network under Innovating Regions in Europe programme).
or ended previous cooperative initiatives promoted by the same core partnership under INTERREG IVC. In other words, it refined the selection of GPS from previous projects.
or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.
Eligible costs include stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
130 Ambitions, strategic plans and tools and catalysts in the innovation ecosystem...131 Lessons learned and conclusions for policy...
Lower Austria's Innovation Assessment Methodology) as well as sophisticated policy monitoring tools to assess impacts at both programme and regional level (e g. the annual Brainport Monitor.
The core elements of the smart specialisation concept for policy include: Self-discovery or entrepreneurial discovery process.
OECD (2012) The contribution of key enabling technologies (KET) to smart specialisation Modern core technologies, referred to as key technologies (KET) such as nanotechnology, micro and nanoelectronics, advanced materials, photonics,
the main instrument is the Brainport monitor, an annual report that analyses the region on about 40 statistical indicators on people, technology, business and basics.
The monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on Brainport relevant topics like global location trends, raw materials, talent etc.;
and explains that the parks are seen increasingly as instruments to accelerate economic development and international competitiveness. 11 With open innovation in the core of Brainport's development strategy-along with new forms of participation,
Evaluation systems are being developed in Poland and The netherlands to monitor Top Sector policies. 17 The way through
Regional, national and international policies that have been decisive for prioritisation of domains The GRDC Board oversees corporate governance, sets strategic direction and monitors the ongoing performance of the GRDC.
iv) monitors international developments in grains R&d and applies them locally when possible; vi) conducts periodic situational analyses of its stakeholder industries;
With Leuven and Aachen, Eindhoven constitutes the core of the European Top Technology Region ELAT.
Monitoring is done on an annual basis in the Brainport monitor covering 40 statistical indicators on people, technology, business and basics.
The monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on Brainport relevant topics like global location trends, raw materials, talent etc.
The experience of DSP Valley (a Flemish-Dutch technology network organization focusing on design of hardware and embedded software technology) shows that collaboration is possible
THE ROLE OF SMART SPECIALISATION 78 OECD 2013 NOTES 31 With open innovation in the core of Brainport's development strategy-along with new forms of participation-,the Eindhoven triple helix
research institutes with core R&d capacities and expensive common equipment were crucial in order to reach minimum critical mass in the region.
Local industrial structure analysis shows Gwangju lacks future core industries. Therefore, in order to prepare for the future,
and made this a core priority, committing hundreds of millions of support to encourage development
strategic plans and tools and catalysts in the innovation ecosystem Strategic priorities identified by the SEMIP to support the specialisation
strategic plans and catalysts in the innovation ecosystem As mentioned in the chapters above, Lower Austria follows the Continuous Improvement Process of the Regional Innovation System Lower Austria NÖ,
and prioritisation in the region The regional economy of Upper Austria is characterized by its very strong industrial core.
and catalysts in the innovation ecosystem Upper Austria uses a continuous process to identify new potential growth areas to be supported.
and tools and catalysts in the innovation ecosystem In current process of policy and strategy planning the importance of S3 approach is recognised
The connection between sector ministries, societal stakeholders and the core RDI system should be much stronger in the future.
The connection between sector ministries, societal stakeholders and the core RDI system is insufficient. Also, the participation and activity of other stakeholders and societal partners (entrepreneurs, civil society organisations) in advisory bodies is low
Tekes Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Three thematic top expertise areas were selected by the bodies in Päijät-Häme region as regional platform of practices
The innovative core of the nascent cluster structures is underpinned with a growth-and competition-oriented basis by innovation policy instruments.
Companies in the biotechnology, medical engineering and pharmaceutical industries form the innovative core of the healthcare industry'cluster
The expansion of the cluster is to create new jobs by way of the continuous further development of the innovative core,
and tools and catalysts in the innovation ecosystem The capital region's higher education and science landscape is multifaceted and unique.
and are hence able to focus on their respective core competences. The competence and reach of a cluster is expanded systematically in parallel to its growth process.
The activities of the cluster management have to focus on the smaller innovative cores, where the close cooperation of academic institutions and enterprises gives the opportunity for sustainable growth.
ii) Malopolska Economic Observatory which monitors the state of Malopolska economy; iii) Malopolska Social policy Observatory which monitors and collects the data from the area of social policy;
and iv) Labour market and Education Observatory of Malopolska which focuses on gathering information and improving knowledge of the regional labour market and education.
Marshal Office of the Malopolska Region, MSHE Ambitions, strategic plans and tools and catalysts in the innovation ecosystem The Malopolska Region is currently at the process of updating RIS 2013-2020.
the main instrument is the Brainport monitor, an annual report that analyses the region on about 40 statistical indicators on people, technology, business and basics.
The monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on Brainport relevant topics like global location trends, raw materials, talent etc.;
The core of this design process lies in the definition of priorities for knowledge-based economic development, identified on the basis of a region's unique strengths and potentials.
Every cluster has an innovation core: the R&d field is included in the core of the cluster.
Extract from Dutch questionnaire: The Top Sectors Approach is an integral approach that spans through both R&i and economic domains. 48 Extract from the Basque country questionnaire:
Although entrepreneurs/SMMES may act as catalysts of activity for an entire economy (Chichoni, 2011), many of them fail.
Improved onboard e-services with screens providing information on real departure times and disruptions with alternative routes,
EBSF can become the core of the transport network for seamless mobility of urban citizens.
a successful combination of hardware, software and orgware, viewed from a societal and/or economic point of view.
Hardware relates to the material equipment (mostly) involved and software concerns the knowledge in terms of manuals, software, digital content,
what at first sight are purely hardware innovations, such as the conveyor belt. Without the extremely radical social, financial and economic innovations that were part
'Despite this growing core of shared insights, there is also a gap that can be distinguished between two major approaches in innovation studies.
The core of this approach is the actual conceptualisation of innovation as a process in which the generation of variations and making choices alternate.
The growth of strategic alliances in new core technologies during the 1980s illustrates this situation (Hagedoorn, 1995.
This may explains why firms usually prefer to concentrate their resources toward core activities. To obtain complementary assets,
trends, networks and corporate patterns in non-core technologies. Research Policy 24,207 231. Jacquemin, A.,1987.
Global Entrepreneurship Monitor: Report on High-Expectationentrepreneurship, London Business school/Mazars/Babson. 3 Bhide A. 2000.
Displays and designs and exhibitions improved a lot. In the past, the things I liked were made always by westerners.
and ensures that transport can continue to deliver its core role for a thriving European economy in a user-oriented, safe and environmentally-friendly way.
and businesses is at the core of the European transport policy. Today, transport policy is at a crossroads.
/end 01/03/2005 29/02/2008 Website http://intro. fehrl. org MISS Monitor Integrated Safety Systems.
'in conjunction with smaller amounts of roadside hardware, would allow coverage to be extended at much lower cost in terms of installation and maintenance.
and watching a DVD or working on office matters until it is time for them to leave at a predetermined exit may be a long-term prospect.
And third, there is a significant gap between the core countries of the European union and Central and Eastern europe and Southern Europe, both in the terms of research & development capacities and in innovation performance.
Trends in Education and Training Outputs 2013 EGFSN July 2013 Annual Business Survey of Economic Impact 2011 Forfás July 2013 Global Entrepreneurship Monitor
2012 Global Entrepreneurship Monitor July 2013 Annual Employment Survey Forfás July 2013 Ireland's Competitiveness Performance 2013 Forfás May 2013 Making
January 2013 A Review and Audit of Licenses Across Key Sectors of The irish Economy Forfás December 2012 Global Entrepreneurship Monitor (GEM) 2011 Global Entrepreneurship Monitor
although that itself drives growth. 31 They include hardware, software applications, and telecommunications networks, and increasingly tools that incorporate all three components in them,
improved self-serve kiosks, 3d printing, location awareness, and machine learning. THE IMPACT OF ICT ON EUROPEAN PRODUCTIVITY A principal reason the EU has had lower productivity growth than the United states
and while it caught up to the United states in total outsourcing spending after the Great Recession, U s. firms remain far ahead of European firms in terms of outsourcing and offshoring core business functions. 115 Again,
and a firm's outsourcing potential depends largely on the ability of a firm to reorganize itself around its core competencies. 141 These organizational effects of ICT end up facilitating more significant productivity gains than firms would achieve simply by optimizing individual processes.
cameras, multi-function printers, set-top boxes, and liquid crystal display (LCD) computer monitors. 159 The intent was to boost the production of these high-value products in Europe,
but the impact would have also been to limit ICT adoption. Fortunately, a World trade organization panel ruled in 2010 that the European union's imposition of duties on these products violated the ITA
A Comparative Industry Perspective, International Productivity Monitor 21 (2011): 3 23.2. The Conference Board, Total Economy Database. 3. Ibid. 4. Ibid. 5. Ibid. 6. Mary O'Mahony and Bart van Ark, eds.
'International Productivity Monitor 25 (2013): 37 40.43. S. Gilchrist, V. Gurbaxani, and R. Town, Productivity and the PC Revolution (working paper, Center for Research on Information technology and Organizations, 2001);
and Pekka Ylä-Anttila, Finland's Path to Global Productivity Frontiers through Creative Destruction, International Productivity Monitor 20, no. 10 (2010): 68 84.57.
and Kirsten Jäger, European Productivity Growth Since 2000 and Future Prospects, International Productivity Monitor 25 (2013): 65 83.139.
It monitors innovation trends across the EU Member States including Croatia, from this edition as the 28th Member State,
At the request of the European council to benchmark national innovation policies and monitor the EU's performance against its main trading partners, the European commission has developed a new indicator on innovation output
25 Core and periphery of the R&d network...28 5. The determinants of international R&d linkages...
whether R&d networks exhibit the properties of the core/periphery structure and identify the members of each group.
for example, hardware and software research activities belong to different R&d types (for a full list of R&d types considered in this study see Table 4). This, together with the above point on the corporate control and location of R&d centres, leads
Table 2 displays the distribution of companies by their sector of main activity together with the number of R&d centres belonging to each sector.
Technology Hardware & Equipment 3 1, 75 10 0, 31 19 Software 2 1 17 31 0, 95 20 Construction & Materials 1 0, 58 8 0, 25 21 Industrial Machinery 1 0, 58 15
Regarding R&d types, hardware, software and components are the most common ones performed in the R&d centres included in the dataset. 17 Table 4:
R&d centres'application and activity types R&d application Frequency%in total R&d type Frequency%in total 1 Automotive 422 17.69 1 Hardware 1092 36.88
and numerous countries that are connected only to the core countries. Again, because of these properties, the global R&d network shows strong similarities to the network of international trade
Such distribution of the betweenness centrality measure might be a sigh that the network exhibits a core/periphery structure, in
which few countries form the core of the network and the remaining ones are placed at the outskirts of the network.
Like in the case of the betweenness centrality, this property might hint that the global R&d network has a core/periphery structure.
The betweenness centrality index, b i C, in Table 6 reflects the position of a country as a core or a hub in the network of international R&d centres.
Own calculations 28 Core and periphery of the R&d network The observations made in previous section concerning the betweenness
and closeness centrality indices delivered some hints indicating that the analysed R&d network might have core/periphery structure.
we want to empirically assess to what this network can be described as a core/periphery structure.
The notion of core/periphery is based on the fact that many real world networks can be divided into two distinct subgroups of actors that can be identified by the type and number of connections.
One subgroup is referred to as a core and another as a periphery (Alba and Moore 1978, Laumann and Pappi 1977.
The core of network is a dense, well-connected subgroup and, conversely, the periphery consists of nodes loosely connected to each other,
but connected to some members of the core. In the terminology of block modelling, the core is seen as a 1-block,
and the periphery is seen as a 0-block, where 1 represents the existence of a connection between two nodes and 0 the lack of it.
The core/periphery structure has been found in a number of studies on, for example, scientific citations network (Doreian 1985), international trade (Smith and White 1992) or corporate structures (Barsky 1999.
i e. where nodes belonging to the core are connected with other nodes from the core and periphery and nodes belonging to the periphery are connected only with some core nodes,
can be defined as: i j i j i j a,,, (14) otherwise if c CORE or c CORE i j i j 01,15) where
i j a, indicates the presence or absence of a connection in the observed data,
i c refers to the group (core or periphery) to which node i is assigned to,
i e. the measure of core/periphery structure, achieves its maximum when and only when (the matrix of i j a,)
In other words, reports the results of Pearson correlation and it can be said that a network exhibits a core/periphery structure to the extent that the correlation between the ideal structure
In order to detect the core/periphery structure in our data, we use a genetic algorithm to find a partition such that correlation between the data
this indicates that the underlying data exhibits very strong core/periphery structure. This is further confirmed by the reported density measures for individual partitions.
Whereas the core-core partition has a density level at 0. 886, the same value for the periphery-periphery partition is only slightly higher than zero.
In other words, the nodes belonging to the core are connected very well with each other and relatively well connected with peripheral nodes,
Core/periphery model statistics Goodness of fit*Starting fitness 0, 906 Final fitness 0, 906 Density matrix Core Periphery Core 0, 886
the majority of countries in the core are developed countries with a relatively 3 This algorithm is implemented in UCINET software Borgatti, S. P.,Everett, M. G. & Freeman, L. C. 2002.'
However, the presence of such countries as China, India or Taiwan in the core indicates that these developing countries are slowly taking major and indispensable roles in the global R&d network.
and constitutes the core of the network, whereas the second one comprises of a large number of heterogeneous countries that build the periphery of the network.
Block membership by country Core Periphery Canada, China, Finland, France, Germany, India, Italy, Japan, South korea, Netherlands, Sweden, Switzerland, Taiwan, UK, USA Argentina
Turning our attention to the core of our analysis, i e. the impact of a country's position in the global R&d network on the likelihood of forming a link and its intensity,
explains the strong core-periphery characteristics of the R&d network. In such a network, a number of countries are connected to only a few network'hubs,
'A Core/Periphery Structure in a Corporate Budgeting Process.''Connections, 22:2, 22-29. Bartlett, C. & Ghoshal, S. 1990.'
'Models of core/periphery structures.''Social networks, 21:4, 375-95. Borgatti, S. P.,Everett, M. G. & Freeman, L. C. 2002.'
and identify its core members. Further, we include network indices in an empirical analysis of the R&d internationalisation determinants.
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