-Promotion of co-ordination in the provision of public services in the region -Promotion of co-operation, joint action, etc. between local authorities, public
authorities and/or others -Reviewing the overall development needs and investment priorities of the region
-Focus on tackling the high levels of unemployment, particularly amongst the youth population -Facilitate the provision of effective and efficient collaboration and †joined-upâ€
Employers tackle †unpredictable†skills mismatch in ICT sector...p. 2 EU€ s †digital champions†make plea to next Commission...
of their high quality apprenticeships and internships by half over three years, from the current 9, 000 to 13,500.
employment. Therefore, an initiative such as the Grand Coalition is â€oecrucial†â€oewe believe that the Grand Coalition
whole answer to the sector†s employment problems, Higgins said, it is a good and
The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials
Employers also have to be better at explaining that the opportunities in ICT are attractive,
Euractiv that the EU€ s executive is â€oedefinitely†viewing the Grand Coalition initiative as a success so far.
employment services Employers tackle †unpredict -able†skills mismatch in ICT sector Although ICT experts disagree on
how big the future skills gap in the sector will be, they are convinced that employers need to tackle the issue
today through better training pro -grammes, better start-up environ -ments, and recruiting more women The past years†financial crisis is still
reflected in the overall unemployment rate in the EU€ s 28 member states which at the
is unemployment. The figures for youth unemployment are even more devastating 59.2%and 54.3%,in those two countries
respectively At the same time, digitisation created six million jobs globally in 2011, despite the economic downturn, as ICT is widely
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation
Filling the gaps Moreover, the ICT sector will be in a desperate need for skilled workers according to experts.
But how big the skills gap will be is impossible to forecast in an ever-changing business environment.
Last year, the European commission said the EU would lack 700,000 workers in the ICT sector by 2015
Since then the consultancy Empirica has predicted that about 900,000 jobs should remain unfilled by 2020, mostly in
saying employment issues in the sector are Continued from Page 1 Continued on Page 3
impact on youth unemployment â€oethe real issue is that there are going to be skill gaps. There are people out of
work in Europe and we ought to be doing everything we can to address both of those
out of unemployment and into work, †Higgins told Euractiv in an interview Afke Schaart, senior director for EU
Higgins said that employers face a big challenge in communicating what sort of exciting job opportunities the industry is
are not providing the ICT sector workers that suit the industry needs, making them unemployable in the worst case
between employers and the academic sector when designing courses. A common certification for standards across countries
job market or can create their own start-ups leave for the single US market which is still
EU, experts claim â€oewe need that whole support infrastructure, mentors, access to finance. It should be easier to set up a business, and
for employment, industry and education Entrepreneurs met recently in Brussels at a conference, New Frontiers for
now have huge youth unemployment there is not quite yet a perfect match between skills and workforce. â€
DG Employment is also running an initiative called New Skills for New Jobs to develop better
matching-up of skills and labour market needs. The commission already runs a series of initiatives across different
large corporations, SMES, trade unions civil society, policy makers, academia, as well as digital entrepreneurs Member states
instruments to work with member states and the council and define a playground where innovation can emerge. â€
Will Transform How We Live Work and Think. Translated into 20 languages, the book was a New york times Bestseller.
Google†s system could work in near-real time Google ran all the terms through an algorithm †a way of making a calculation
everyday work. It will be a revenue generator In the future I expect to see companies employing data or chief information
will be a revolution in the workplace. Both white colour and blue collar jobs will be replaced by big data, but that destruction
unemployment and remain competitive at a global level, experts warn As researchers from the Belgian
university KUL stressed in a study recently high-tech education is increasingly becoming key in every single aspect of
will need 900,000 skilled ICT workers by 2020. To address the issue, the SEPE together with Digital Europe on Tuesday
Support Job creation and Upskilling of the Workforce†in Athens, Greece Sirros said that due to the crisis, the
resources, as shown by the works of Porter (1980) and Wernerfeld (Hoyer et al 2009). ) Others, in fact, some have argued that the concept of a business model,
upon joint work with Edward Steinmueller, and with Gavin Wright, and has had the benefit of detailed editorial comments from Erik Brynolfsson
and tended by specialized technical staff working in specially constructed and air conditioned centers, today computing equipment is to be found on the
desktops and work areas of secretaries, factory workers and shipping clerks, often side by side with the telecommunication equipment linking organizations to their suppliers and customers.
Changes attributed to this technology include new patterns of work organization and worker productivity, job creation and loss, profit and loss of companies,
and, ultimately, prospects for economic growth national security and the quality of life. Not since the opening of â€oethe atomic age, †with its promises of power
those of other inputs, dispensing increasingly with the sweat and the old craft skills of workers in the fields and
changes in methods of production, work modes, business organization, and supporting institutional infrastructures. Transformations of that sort,
greatest impact upon measured productivity, charges of â€oehype†are likely to be accompanied by dismissal of the
12 The Boskin Commission's findings have met with some criticism from BLS staff, who have pointed out that the published
and employment in the"hard-to-measure"sectors of the economy is immediately pertinent. The bloc of the U s
being indicated by the presence of workers with high formal educational attainments and skill qualifications, company run on-the-job training programs,
reorganization linked with computerization and worker retraining. Taking those into account statistically leads to substantial elimination of the apparent â€oeexcess†of the estimated returns ON IT capital vis-Ã-vis the returns on
intangible investments in the retraining of workers and the reorganization of business operations that, as as been
employees are being given general purpose tools that may be and often are useful for devising new ways to
equipment to which every employee is entitled From a business process or activity accounting viewpoint, however, the spread of personal information
and the task productivity of the individuals and work groups to whom those microelectronics based tools were offered
changing the structure of work organization or the collective productivity of the work groups employing these
techniques The disappearance of task-based computing in favor of general purpose personal computers and general
precluded the effective development of collective"work group"processes whose synergies would support multifactor productivity improvement.
The so-called â€oeregime transition hypothesis†owes much in its general conception to the work of
Recent work in the spirit of the new growth theory has sought to generalize on the idea (formulated by
The index of the computerization of capital services that has been derived here from the work of
and equally deserved comment may be offered regarding the casual dismissals of the regime transition hypothesis on the grounds that the analogy between computer and dynamo is flawed by the
workers. The environmental niches in which these devices were able to achieve a foothold were ones where the
the re-configuration of work organization becomes a central issue; strategic and practical issues surrounding the ownership
potential for collective and cooperative forms of work organization. Applications and their maintenance can be
trajectory of ICT development that will impinge directly upon the specific task performance of workers equipped
central office and â€oeoutside†work. As was the case with the group drive system of factory electrification
Employment and Growth in the Knowledge-Based Economy OECD Documents. Paris: OECD, 1996 Abramovitz, Moses,
and Lorin Hitt, â€oeinformation Technology and Recent Changes in Work Organization Increase the Demand for Skilled labor, †in M. Blair and T. Kochan, eds.
and Lorin Hitt, â€oeinformation Technology, Workplace Organization and the Demand for Skilled labor: Firm-level Evidence, †National Bureau of Economic Research:
Gordon, Robert J.,â€oeis There a Tradeoff Between Unemployment and Productivity Growth? †in D. Snower and G. De
Unemployment Policy: Government Options for the Labour market. Cambridge: Cambridge university Press, 1997, pp. 433-63 26
Gordon, Robert J.,â€oemonetary Policy in the Age of Information technology: Computers and the Solow Paradox, â€
Wykoff, Andrew W.,â€oethe Impact of Computer Prices on International Comparisons of Labour Productivity, â€
-98.3%of Spanish companies with 10 or more employees have Internet access in the first quarter 2014.
-The percentage of companies with 10 or more employees using mobile broadband rises four points, standing at 78.3
%-91.1%of companies with 10 or more employees interact online with the Public Administrations in 2013
-The turnover created in companies with 10 or more employees due to electronic commerce reached 15.1%of the total sales in 2013, that is, 6. 7%higher than in
98.3%of Spanish companies with 10 or more employees had an Internet connection in the first quarter 2014.
250 or more employees, this percentage reached 95.7 %Percentage over the total number of companies with 10 or more employees
Number of employees TOTAL 10 to 49 50 to 249 250 or more %of companies with
-Computers 99.2 99.1 99.5 99.8 -Local area network 87.3 85.9 95.0 97.7 -Wireless Local area network 61.9 59.5 74.2 81.1
%of companies that provide their employees with portable devices that allow a mobile connection to the Internet for
54.6%of companies issued their employees with portable devices, enabling connection to the internet for company use. 36.4%of these were laptop computers,
Employment and ICT training 25.1%of companies hired ICT experts and 11.1%hired new experts in 2013
In turn, 22.9%of companies invested in ICT training in 2013. For companies with 250 or
more employees, this figure reached 59.8%,that is, six points over that of the last year
Evolution of ICT use in companies with more than 10 employees ICT use in companies with more than 10 employees had an uneven behaviour between the
first quarter 2013 and the same period of 2014 On the one hand, an increase of nearly four points in the use of mobile broadband and in the
Evolution of the use of ICT in companies larger than 10 employees 71.6%73.6 %90.4
99.9%of companies with 10 or more employees with an Internet connection accessed it via a broadband solution (fixed or mobile.
Percentage out of the total number of companies having 10 or more employees and an Internet connection
or more employees via their website were company introduction (90.5%),privacy policy statement or certification related to website
Percentage over the total number of companies with 10 or more employees and an Internet connection
Posting vacancies or receiving online job applications 21.1 Ordering or booking online 16.9 Online order tracking 11.1
%Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues
Among them, 92.4%used social networks (Facebook, Linkedin, Tuenti, Google+,Viadeo Yammer,..,),40.9%used company blogs or microblogs (Twitter, Presently, Blogger
Use of Cloud computing solutions by companies with 10 or more employees At the beginning of 2014,15%of companies used Cloud computing solutions.
Companies with 10 or more employees whose headquarters are located in Cataluã a Comunidad de Madrid and Principado de Asturias presented the greatest intensities in their
Sales via e-commerce by companies with 10 or more employees 17.8%of companies with 10 or more employees carried out sales via electronic commerce in
the year 2013. Turnover generated by these sales reached 195,443 million euros, 6. 7%more than in 2012
more employees, as compared with 14.0%from the previous year 12.2%of companies carried out sales via electronic commerce on a website.
%Purchases via e-commerce by companies with 10 or more employees 28.5%of companies with 10 or more employees made purchases via e-commerce during the
year 2013. The total volume of orders of goods and services made via e-commerce reached
or more employees, as compared with 20.3%the previous year 26.9%of companies carried out purchases via electronic commerce on a website.
Performance of the percentage of companies with 10 or more employees that carried out electronic commerce (2008-2013
-commerce by companies with 10 or more employees (2008-2013 Millions of euros 163,739 156,607
with 10 or more employees (2009-2013 -4. 4 %11.1 %5. 4 %-0. 2 %6. 8
employees (2008-2013 13.8 %15.5%15.6 %19.1 %20.3 %21.7 %9. 6 %11.5%11.5 %13.7%14.0
ICT use in companies with fewer than 10 employees 72.3%of companies with fewer than 10 employees had computers,
and 24.4%had a Local Area Network (LAN) installed, according to the data from the first quarter 2014
Regarding communications, 76.5%of companies with fewer than 10 employees used mobile phones, compared to the 74.6%of the previous year,
%ICT infrastructures in companies with less than 10 employees Percentage over the total number of companies with less than 10 employees
First Quarter 2013 First Quarter 2014 %companies having -Computers 71.6 72.3 -Local area network 24.0 24.4 -Wireless Local area network 16.4 17.6
1) Percentage over the total number of companies with less than 10 employees and an Internet connection
Evolution of ICT use in companies with fewer than 10 employees ICT use also had an uneven behaviour in companies with fewer than 10 employees between
the first quarter 2013 and the same period of 2014 Mobile broadband access experienced the most significant increase, from 56.8%to 66.4
This study has targeted 15,043 companies with 10 or more employees, and 10,618 companies with fewer than 10 employees, located in Spain and belonging to sections C, D
E, F, G h i, J, L, M, N and group 95.1, according to the National Classification of Economic
liquidation function, increase the volume and complexity of work, loss of moral advantages (status, authority, power), replacing old methods of work, formal and
informal relationships, feelings of incompetence for new tasks, functions This particular form of organizational behavior-resistance can occur in two forms
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of
power and prestige are intrinsic components of their work. Naturally, when I see that the change envisaged will diminish their power and prestige,
proportions in employee tasks and how to do. In situations where employees do not have the knowledge to achieve them,
it is likely that these changes seek to avoid or to reduce as much ï disrputions on networking system Disruption of the person within the
Each employee is integrated in a micro office in the organization being in some work and personal relationships with other people.
When the employee is satisfied with it, and the change will affect the relational context and
position within it, it will tend not to get involved and do not favor this change
The employees who develop different perceptions of the objectives, content, implications and effects of change, is likely not generate the same motivation for change sometimes occur
Employees who fall into this category -Quantitative Methods Inquires 109 and they are not few-will always tend to block change,
perceived by employees and other stakeholders, their resistance to change will be more intense ï lack of leadership.
employees will manifest insufficient responsiveness passivity and even resistance to expected changes. The leader is a driving force for
effort, team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change
therefore it is likely that employees feel vulnerable in several respects (risk taking committing mistakes, s. a
According to the American consultant J. Kotter 9 differ tangled emotions that occur change as anger, pessimism, arrogance, pride, cynicism, panic, fatigue, distrust, anger
i e. employees must be shown opportunities and threats in a convincing manner and particularly the EU would achieve it aware of the need for
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone
disproportionally stratified across four size classes (0†9, 10-49,50-249 employees)( official EU classification of SMES) and>250 employees.
Enterprises with less than 10 employees micro-enterprises) were excluded not since they generally have limited identifiable innovation activities and this population usually contains many start-ups who are very
innovative in order to survive on the market. Interviewers explicitly asked for those who were responsible for implementation of change,
0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34
%-0†9â employees 27 %10†249â employees 50 %50†249â employees 19 %overâ 250â employees
4 %Dimensionâ ofâ analyzedâ companiesâ (employeeâ criteria 0†9â employees 10†249â employees 50†249â employees overâ 250â employees
Privateâ companyâ limitedâ byâ shares 99 %Publicâ limitedâ company 1 %Sampleâ delimitedâ byâ typeâ ofâ
business Quantitative Methods Inquires 114 NACE 6203 (management activities (administration and operation) of calculation), 9. 9
%-NACE code 6209 (Other information technology service activities), 10,9%-NACE 6311 data processing, hosting and related activities), 1, 2%-NACE 6312 (activities of web portals
/services (55,31%)human resources (51,52%),organizational structure 49,08 %The types of change used in companies analysed
employees 72,28%of mid-level and high level managers have positive reactions to change, the remaining 39,82%saw the change as a threat
Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to
Reducing resistance to change was obtained negotiation with employees reluctant to change (21,5), %Staff training (21,2%),Providing information
needed for the adaptation of change (12,85%),Managers personal involvement in change management (18,8%),Stimulation and support in
%Rotation posts (6, 5%)and Job enrichment (5 %Source: own research 3. Conclusions Generally, considering the results, we find out that that
staff to plan, analysing external and internal sources of information taking into account the social implications of changes completed
with employees) are vital Success is the approach References 1. Ansoff, I. and Mcdonell, E. Strategic Management, Palgrave Macmillan Publishing
This work was cofinanced from the European Social Fund through Sectoral Operational Programme Human Resources Development 2007-2013, project number POSDRU/159/1. 5/S/142115 †Performance and excellence in
The aim is to identify what works in terms of measuring and scaling innovation engaging citizens and using online networks
comprised of eight research Work Packages These are as follows 1. Overview of the system of social innovation
6. Knowing what works 7. Growing what works 8. Using online networks to maximum effect
Acknowledgements We would like to thank all of our partners in the TEPSIE consortium for their comments
subsequently became the work packages of the research programme Overview of Work Packages WP1: Overview of the system of social
innovation WP1 offers an overview of the field of social innovation, providing the theoretical underpinnings
Knowing what works The evaluation of social innovation is a field of growing interest. Evaluations help to identify what
works, what does not and why. They can make organisations that deal with social change more
Growing what works Spreading social innovation is particularly problematic for the social sector. In WP7 we
arrangements are needed typically to make this work well. Digital technology is deployed in using existing and creating new assets or in shortening value chains
Longstanding issues such as unemployment, child poverty and growing inequalities remain challenges for governments and communities across Europe
As part of our work, we mapped the field, reviewed theories, models, methods and identified gaps in
workplace innovation; new models of local economic development; societal transformation and system change5; nonprofit management6;
The former is integral to the work of a number of academic institutions working in the overlapping fields of social innovation
leaves the quasi-concept of social innovation open to criticism on theoretical, analytical and empirical
work in meeting social goalsâ€, and lays emphasis to purpose and replicable models and programmes. 34
What follows is a definition based on the work of the TEPSIE consortium over the last three years
is no data to be found on employment in the social economy. Thus, we are still lacking more
Knowing what works at the micro level As social innovation is an area of increasing interest
use external experts to run assessments, as well as the development of interventions, due to the possible lack of expertise and thus results in
Both our work undertaken on financing social innovation and our case study work on barriers in the public sector concluded that although the public
also showed though that more work needs to be done to define what the categories entail and
as they are experts of their own lives. This tacit knowledge that citizens hold is often critical to the innovation process.
if we only look to experts with similar perspectives and heuristics, then they are likely to †get stuck in the same placesâ€, while a
Growing what works There are many exciting social innovations, however too often these exist in isolated pockets and are
what works, or spreading social innovation refers to taking an innovation to a new location
identified in this diagram we believe that more work still needs to be done to foster demand for social
 Human resources  Legal/institutional environment  Political context  Social context AN ECOSYSTEM FOR INNOVATIVE SOCIAL PURPOSE ORGANISATIONS
identified in this diagram we believe that more work still needs to be done to foster demand for social
 Human resources  Legal/institutional environment  Political context  Social context AN ECOSYSTEM FOR INNOVATIVE SOCIAL PURPOSE ORGANISATIONS
employment; health education; place making (community and local development); ) and the sharing economy and sharing
within groups with high unemployment and low income. This also makes it possible to retain much
especially applies in the employment, place making and sharing economy cases where much of the rest
and employment cases improve personal and social skills, as well as make it easier for such skills to be used to find work.
In such situations improved lifestyles often result, especially amongst disadvantaged and vulnerable groups. Many cases
a minimum amount of paid work The social dimension consists of three as well: an explicit aim to benefit the community;
areas already presented for each work package. It is important to note that most of these suggestions for
further research are in line with the work of several large-scale projects. 80 Types of social innovations
community through employment, consumption or participation, its expressed purpose being therefore to provide solutions for individual
Bureau of European Policy Advisers. 2010 Empowering People, Driving Change: Social Innovation in the European union.
Bureau of European Policy Advisers. 2010 Empowering People, Driving Change: Social Innovation in the European union.
European Policy Advisers, European commission Available at: http://ec. europa. eu/bepa/pdf /publications pdf/social innovation. pdf
employment. One of the primary means through which SMES are expected to accomplish this task is by developing
which suggests that innovators are able to work around obstacles without damaging effects to innovation.
by professional consultants, university researchers and technology centers (Le Blanc et al. 1997; Hoffman et al 1998;
regarding the education level of employees and managers Keizer et al. 2002) ï nd in their study of mechanical and
manager nor the percentage of employees with high education is signiï cant in explaining innovative efforts
Following the work of Keizer et al. 2002), we classify our independent variables as external and internal.
age, share of highly educated employees, and share of full -time equivalent employees engaged in intramural R&d
Table 2). We did not consider ï rm ownership because almost all the ï rms in our sample are owned privately.
up to 10 employees) are more innovative than older small ï rms. Namely, small businesses become less innovative
Proportion of highly educated employees in the ï rm Number compute Proportion of full time equivalent employees engaged in
intramural R&d Number employee S. Radas, L. Bozë icâ'/Tech442 are entrenched more and experienced, but they also may be
organized in an old fashioned way, lacking in entrepre -neurial spirit and necessary skills. Thus, we may expect that
Proportion of highly educated employees: As we discussed in the previous section, one of the internal factors shown to
employees (Hoffman et al. 1998). ) These highly qualiï ed employees represent the knowledge base of the company
which is a source of ideas for new product and process development. In support of that claim, Mohnen and Roâ ller
emphasizes importance of knowledgeable employees in all business functions, not just in R&d (Leiponen, 2005), as
educated employees. Literature shows that highly educated employees positively affect ï rm†s innovative capability, so
we also expect to ï nd that for a transition economy the proportion of highly qualiï ed employees in SMES has
positive inï uence on innovative capability Proportion of full-time equivalent employees engaged in intramural R&d:
Although for innovation in SMES, it is important to have educated highly employees across all Factor deï nition
1 if such a change was implemented in 2001†2003,0 otherwise 1 if such a strategy was implemented in 2001†2003,0 otherwise
TE employees employed in the R&d divided by total number of we compute this ratio for 2001 and 2003
that issue, we consider proportion of FTE employees in R&d. We expect that indeed the stronger the R&d
Lack of qualiï ed staff ï¿Lack of information concerning technology ï¿Lack of information concerning market
main activity and number of employees The data were collected by mail survey followed up by two
are on average somewhat larger in number of employees care should be taken when generalizing the results of this
ï rm age and proportion of full-time equivalent employees engaged in intramural R&d. Although other authors
-lent employees engaged in intramural R&d are omitted from further analysis. The remaining factors are used as
Proportion of highly educated employees in the ï rm 1. 42 0. 89 Implementation of new or signiï cantly changed corporate 0. 59
-tion of highly educated staff has a positive effect on radical product innovation, while it has no effect on other types of
own staff (i e. the work can be completed by less-skilled employees). ) It is more surprising that proportion of highly
educated staff is not a signiï cant predictor in process innovation. This ï nding can be explained by considering
characteristics of the ï rms in the sample. Namely, a large majority of the sampled ï rms are in medium and low
require high employee skills Interestingly, proportion of full-time equivalent employ -ees engaged in intramural R&d was not found to have any
Internal factors encompassing lack of qualiï ed staff and lack of information about technology and markets are also
with attracting qualiï ed employees, as well as with having skills and knowledge are documented well in other studies
growth and employment. Most studies on determinants of innovation are performed in developed countries, and consequently policy makers from developing countries
proportion of highly educated staff has on product innovation (Freel, 2000; Hoffman et al. 1998), but we
factor is followed by lack of qualiï ed employees and information about technology and markets, which is also
Policy should encourage employment of highly qualiï ed people by SMES. Employing educated people has potential
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