and other experts who deal with sustainable development strategies and policies. The network covers all 28 EU Member States, plus other European countries.
unemployment, ageing, migration, and climate change are only a few of the many issues that can be cited as examples of the effects of such crises.
and present several examples that help to understand how social innovation works in practice. This QR comprises four chapters:
In Europe, austerity, budget cuts, unemployment, ageing, migration, and climate change are only a few of the issues that can be cited as examples of the effects of such crises.
and it is concerned very with wellbeing (BEPA, 2010, p. 6). Also based on the work by Nicholls and Murdock (2012), in their review of the use of the term †social innovationâ€, Caulier-Grice et al.
and, 5) a model of governance, empowerment and capacity building. 1 Our perspective on social innovation is guided in many ways by the work done by the FP7 project TEPSIE (http://www. tepsie. eu),
therefore, EU policy, social enterprises contribute to social cohesion, employment and the reduction of inequalities,
this section aims at mapping and summarising the main initiatives and actions that constitute the work done until now by the European commission
therefore, to facilitate the market uptake of social innovation solutions and job creation. The main objectives are described as:(
As an immediate step, it will pilot a European Public sector Innovation Scoreboard as a basis for further work to benchmark public sector innovation.
The recent Staff Working Document (SWD) on Innovation Union (EC, 2014) takes stock of how it has been implemented and
academics, and third sector workers with other innovators from across Europe, with the goal of becoming a hub for innovative thinkers from all member states can join and meet.
The Competition invites Europeans to develop new solutions to reduce unemployment and minimize its effects on the economy and society.
The first two editions focused on the best social innovation solutions to help people move towards work or into new types of work.
EU funding Direct funding to support social innovation is offered by the EU programme for Employment
integrating critical analysis of current and previous work with future-oriented methodologies, new actionable knowledge and continual stakeholder participation.
promotion of civic capitalism and changes to social service provision through a. investigation of key processes within social enterprises for delivering inclusion
The Transition concept emerged from the work of permaculture11 designer Rob Hopkins with his students of Kinsale Further Education College.
places that work for the people living in them and are suited far better to dealing with the shocks that will accompany economic
The activities of the SI Park aim at creating employment opportunities in an area of economic and social decline, at finding innovative solution to unmet social needs,
SI Park works mainly in the development of large scale social enterprises, generating high local impact
Commission Staff Working Document Accompanying the European commission Communication †Research and innovation as sources of renewed growth COM (2014) 339â€.
and is composed of European commission officials, experts from the industry, policy makers, and academia 14. The first projects related to smart grids were grouped within the Integration of Renewable Energy Sources and Distributed Generation into the European Electricity Grid cluster.
, â€oevision and strategy for Europe†s electricity networks of the future, †Smart Grids European Technology Platform, 2006.14 Task force Smart Grids†Vision and Work Programme, 2010.
Our values are aligned to the needs of employers in all sectors and we ensure that, through our qualifications,
and their delivery meet the diverse needs of trainee professionals and their employers. We support our 147
and equipping them with the skills required by employers. We work through a network of 83 offices and centres and more than 8, 500 Approved Employers worldwide,
who provide high standards of employee learning and development. Through our public interest remit, we promote the appropriate regulation of accounting.
We also conduct relevant research to ensure that the reputation and influence of the accountancy profession continues to grow,
Independent evidence consistently demonstrates that accountants are the most commonly used professional advisers of SMES,
The role of advisers such as accountants, must be considered carefully by the European commission and other stakeholders.
business advisers and regulators to ensure that companies are able to access objective, comparable and relevant information when choosing services and providers.
Ensuring that SMES€ independent advisers, including accountants, are engaged in this debate will be crucial in ensuring that SMES are represented better in their use of cloud services.
and promotion of the relevant initiatives. figure 2: issues cited by accountants as the greatest obstacle to adoption of cloud computing,
to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive SMES use e-invoicing SMES don't use e-invoicing figure 3:
Wales and Northern ireland, do not. role of stakeholders It has already been suggested by experts in the field (Nienhuis and Bryant 2010),
generally don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive Eastern europe Others England, Scotland,
initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive SMES are not using P2p finance SMES are using P2p
of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack
accountants and other advisers can provide important links to the SME sector. In some areas however, their own understanding will need to improve first
opportunities for European Cloud computing Beyond 2010, Expert Group report, online report<http://cordis. europa. eu/fp7/ict/ssai/docs/cloud-report-final. pdf,
We believe that eco-innovations in SMES will contribute to a making a green economy work in Europe and worldwide.
and other materials for reuse from Thames Water†s replacement works. This has injected new life into an old deposition site near Chatham Docks
%since the start of the initiative and recruited more than 100 employees. www. shields-e. com Good practice examples The Footprint Chroniclesâ:
consultants or can be completed by other technical or business functions as part of other responsibilities. In smaller companies design, market research •and R&d may be integrated fairly closely.
diverse con-•cepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented.
involving all the company†s personnel from shop floor through to senior management. www. orangebox. com www. ecodesigncentrewales. org/sites/default/files/EDC ORANGEBOX ENABLINGECODESIGNINWELSHIN-dustry. pdf Crawford Hansford
Promotion based on clear evidence-based •claims related to environmental performance will enhance internal and external reputation.
Researching competitors product environ-•mental performance may identify relative strengths of your product that you can exploit in promotion.
do need you to set up a partnership with •consultants or companies that posses this expertise?
Start promotion within a community of inter-•est e g. networks of suppliers and customers and extend it to the likeminded crowd who have affinity with your product,
innovation experts and eco-innovative cluster organisations. Among many support schemes it has one that helps SMES with developing
CAPS representatives will describe the inputs of their project including the budget, the human resources available at project level,
As an example, a project can select impact on employment and impact on information as relevant and exclude impact on education
and soon their results will be assessed by individual panels of individual experts (annual reviews). There will also be an impact assessment in January 2014,
MARIA ANVRET Senior Executive Scientific Expert and Advisor, Prof. Phd, FRCPATH, Confederation of Swedish Enterprise RAPPORTEURS:
and finally, CEPS staff for creating the conditions for a smooth and constructive sharing of experiences and expertise within the context of this very valuable initiative.
the limited mobility of skilled workers throughout the EU27; the absence of legal certainty as regards patent law, technology transfer and standardisation processes;
and IP management in universities and public research organisations The †Third Mission†launched by the Lisbon Agenda for universities requires specialised human resources that universities should be able to form
and retain, with prospects of a professional career. A NEW APPROACH TO INNOVATION POLICY IN THE EUROPEAN UNION 9 EU institutions should devote efforts to improving the †professionalisation†of the management of public-funded universities and research institutions.
ii) they are associated with highly-skilled employment; iii) they are multi-disciplinary, cutting across many technology areas;
increasing venture capital, increasing the availability of skilled labour and enhancing international cooperation. In more in detail, short-term solutions include better application of existing state aid rules, a level international playing field and improved access to finance.
•various preparatory policy documents, communications and staff working documents in particular, the Communication â€oereviewing Community innovation policy in a changing worldâ€;
the promotion of knowledge partnerships and the strengthening of links between education, business, research and innovation, including through the EIT,
there are three separate sub-programmes, each with separate work programmes. •In addition, three programmes indirectly support innovation (TENS for transport and for energy, Marco polo and IDABC/ISA for egovernment).
regulations), TAXUD (fiscal incentives), ESTAT (statistics, community innovation survey) and JLS (mobility of 3rd country researchers and immigration of high-skilled workers.
while improving the existing systems was declared by the Commission in its Communication More Research and Innovation †Investing for Growth and Employment:
requiring advice by experts that need to evaluate the costs and benefits of each route.
This fragmentation and the complexities of the system, coupled with the costs and the risk of costly litigation, leave European SMES with the impression of having large parts of Europe in
the number of staff examiners that each office has), or because of different propensities by firms and institutions to apply for patent protections,
To be sure, in light of the increasing importance of patents, policy-makers should undertake all possible options to organise the internal work of patent offices more efficiently and effectively.
Currently, there is at least one potential conflict of interests that might prevent the adoption of necessary solutions; NPOS all have a seat on the Administrative Council of the European Patent Organisation.
i. Participation in the IP5 Programme that aims at eliminating unnecessary duplication of work among the offices,
It works on ten work-packages, each one led by one of the offices. 54 PATENT LAW AND POLICY IN EUROPE the leading patent office in the world,
First of all, LDCS are usually countries in the world where the cost of labour is a fraction of
backed also by important scholarly works on this topic, 33 or the lowering of barriers by refusing intellectual property protection for some technologies. 34 Compulsory licensing is disfavoured always by the industry,
The same study quotes earlier surveys such as the one conducted by the German Occupational safety and Health committee,
A vision for 2020, Report of the Expert Panel for the Review of the European Standardisation System, exp384, February 2010, available online at:
http://ec. europa. eu/enterprise/policies/european-standards/files/express/exp 384 express report final distrib en. pdf. The Expert Panel for the Review of the European Standardisation System (EXPRESS) comprised 30 individual
experts from European, national and international standards organisations, industry, SMES, NGOS, trade unions, academia, fora and consortia and public authorities from EU member states and EFTA countries.
The enhanced interoperability triggered by standardisation helps improve product quality because a large number of undertakings work for the improvement of the standard.
and reviewed by legal and commercial experts; it also brings a high antitrust risk, even if group discussions are allowed formally not;
/primapagina/stampa/SME%20access%20report%20200 9-08-21. pdf). European commission (2005), Communication â€oemore Research and Innovation †Investing for Growth and Employment:
research organisations, C (2008) 1329,4 October. 84 GLOSSARY OF ACRONYMS Expert Panel for the Review of the European Standardisation System (EXPRESS)( 2010), Standardisation for a competitive and innovative Europe:
a vision for 2020, Report of the Expert Panel for the Review of the European Standardisation System, exp384, February (http://ec. europa. eu/enterprise/policies/european-standards/files/express
Mr. Harald Heiske Expert on IPR & Standards Siemens AG harald. heiske@siemens. com Mrs. Jacqueline
87 Mr. Magnus Madfors Director, R&d Policy Ericsson EU Affairs Office magnus. madfors@ericsson. com Mr. Thomas Marlow Seconded National Expert
-Sophie Paquez Adviser, R&d, Innovation Affairs Businesseurope a. paquez@businesseurope. eu Mr. Ralf Rammig Corporate Technology Siemens AG Mrs. Katja Reppel
. org Ms. Linda Van Beek Advisor European Affairs VNO-NCW (Confederation of Netherlands Industry & Employers) beek@vno-ncw. nl Mrs. Joke
Employers) bandt@vno-ncw. nl Mr. Bruno van Pottelsberghe Professor, Senior Fellow Economics & Management of Innovation ULB and Bruegel bruno. vanpottelsberghe@ulb
which have acquired these competencies through acquisitions or recruitment. A dynamic business environment requires changes in core competencies.
Consultants always bring new ideas and provide their help in implementing new business models. Those models and methods are not good for every kind of business.
Figure 1. Framework of ICT practices in companies At the highest level of Figure1 are managers and executives,
At the second level are professionals and technical workers, who act as R&d personnel, product designers,
engineers and knowledge workers of the same kind. The common aspect for the second level is that these are normally middle management employees.
The third level of the Marchand et al. model includes the process managers, the employees whose responsibilities include the co-ordination of cross-functional or horizontal processes and communication with partners like suppliers and customers.
The bottom level represents the operational knowledge workers and supervisors. These people are responsible for the direct operations of company and the processes through
which products and services are provided and distributed. All these levels need different kinds of ICT and these levels have four Internal Auditing & Risk management Anul V
and record the actions and performance of operational employees in carrying out their tasks. But there is still something wrong in the way companies utilize ICT in business. 4. The gap between the development of business
There are few employees and specialists who clearly understand business and technology. Figure 3 below presents ideas on the gap between strategic business and technology development.
not only at management and executive levels but also in at development and realization levels. The strategy process requires knowledge and participation from many levels of organizations and also from different business units.
However, there has been very little dialogue internationally about what works and what does not, despite the fact that many governments and international agencies have placed this key priority on their agendas.
clinicians acting as consultants to system developers who are qualified really not due to their lack of training in biomedical informatics;
what works and does not work in the process of developing and implementing health IT. Maccabi Healthcare Services is the second largest health fund in Israel
The care they provide is supplemented by 300 senior consultants, who are hospital department heads, 250 diagnostic institutes, 600 private pharmacies and public as well as private hospitals.
After an initial planning and evaluation process by professional staff, Maccabi raised the idea of computerising Maccabi-affiliated independent physicians with the Independent Physicians Organisation
and it was agreed to set up a multidisciplinary committee comprised of representatives of the independent doctors and senior staff from the Maccabi Medical Department and IT Department.
consultants and others, is one of the more visible benefits that clinicians seek from such a system.
and not when it is convenient for technical staff to provide it. †¢When health IT was in its early stages,
and provide the bulk of employment. However, opportunities presented by the globalization and the entwined,
This pressure to go for global innovation is enhanced by given socio-demographic factors, e g. shortage of skilled labour, in many industrialized countries.
and Labour Affairs in Hamburg and co-financed by the European union (EU). The findings of this survey are matched here against perceived opportunities
16 3. 3. 1 Shortage of Skilled Labour...16 3. 3. 2 Financial Problems and State Support...
19 4. 1. 1 Quantitative Availability of Skilled Labour...19 4. 1. 2 Reducing Bottlenecks in Product Pipeline...
20 4. 2. 1 Cheaper Costs for (Skilled) Labour...21 4. 2. 2 State-induced Incentives...
and provide the bulk of employment. Innovative ideas and products are becoming increasingly important to counter the price-oriented competition from low-cost producers from emerging economies
This pressure to go for global innovation is enhanced by given socio-demographic factors, e g. shortage of skilled labour, in many industrialized countries.
and Labour Affairs in Hamburg and co-financed by the European union EU). The findings of this survey are matched here against perceived opportunities
The renowned, Bonn-based Institut fã r Mittelstandsforschung (Ifm) defines SMES as firms that employ less than 500 workers
This paper †unless specified otherwise †works with the EC definition primarily since this definition has been adopted by most of the member countries of the EU including Germany thereby building the basis for most public policies
Contrasted against some large corporate houses that generate billions of euros in annual sales and employ hundreds of thousands of workers,
and provided employment to 70.9%of all employed persons in 2006 (Ifm, 2007b). In absolute terms German SMES provided employment and/or apprenticeship to 20.42 million people in 2006 in the country.
Nearly 83%of all apprenticeship placements in 2006 were offered by SMES, which amounted to 1. 36 million (Ifm, 2007b).
Recent calculations by the authors of this paper, based on Germany†s official â€oestatistics portal†data, show that the high percentage of SMES amongst all enterprises continues to remain high.
As on 31.12.2006 large firms (with 250 employees or more) constituted a miniscule 0. 33%of all enterprises.
Of 3, 215,238 enterprises active on the aforementioned date an overwhelming 3, 204,519 were SMES (with less than 250 employees.
and the overall employment generated, SMES in Germany continue to remain week on the revenue front
In Germany as well as in many other EU member countries SMES usually operate under high overhead costs, such as labour costs,
and Eastern europe. 1 Ifm Bonn works with a definition of SMES that differs from the official definition. 2 Definition criteria such as annual turn over
) According to the specifications of the State Ministry of Economic and Labour Affairs (â€oebehã rde fã r Wirtschaft und Arbeitâ€) in Hamburg,
e g. references in the monthly newsletters of involved cluster managers and promotions via diverse online intermediaries,
Despite multiple promotions and reminding activities only 131 respondents filled out the questionnaire, out of which the answers of only 70 could be analyzed.
confirm, or extend the data base with experts from the selected industries like firm representatives, representatives of industry associations and cluster managers.
Abandonment of Innovation Projects owing to Financial Constraints 3. 2. 1. 2 Availability of Skilled Labour Another major hurdle faced by the survey respondents related to the difficulty in finding suitable
However, experienced skilled labour was generally difficult to find. 71%71%21%36%14%7%29%14%0%20%40%60%80%Diploma-holders Engineers
Managers Others With work experience Freshers n=33 Figure 6: Lack of Qualified Human resources as Barrier to Innovation BARRIERS TO INNOVATION IN SMES:
CAN THE INTERNATIONALIZATION OF R&d MITIGATE THEIR EFFECTS? R. Tiwari and S. Buse (October 2007) Page 12 of 31 This problem is particularly interesting
since both Germany and its Hamburg region endure substantial unemployment with an unemployment rate of nearly 9%.At the same time the industry is unable to fill vacant positions with skilled labour.
To cite an example closely related to the previous issue we can have a look at â€oerestrictive†labour laws in Germany
the desire to reduce costs by getting access to cheaper labour. Supposedly â€oeunfavourable†regulatory conditions at home also did not play any worthwhile role in the decision to go international. 3. 2. 3. 2 Challenges of International Innovation The desire to engage in international innovation activities
In the following we describe the two most important aspects of this new research. 3. 3. 1 Shortage of Skilled Labour Firms not only in Germany
but in many other Western countries are faced with scarcity of skilled labour owing primarily to two reasons:
2004) b) Lack of student interest in engineering and natural sciences (see IWD (2007)) In Germany alone firms are facing a severe crunch of skilled labour,
despite high rates of unemployment in certain sections of the society. According to some preliminary calculations the shortage of skilled (technical) labour, primarily of engineers and scientists, is leading to a loss of over 20 billion euros a year in the form of unrealized business opportunities.
The study carried out by Cologne-based Institut der deutschen Wirtschaft (Idw) on behalf of Germany†s Federal Ministry of Economics
R. Tiwari and S. Buse (October 2007) Page 17 of 31 47,998 engineer job vacancies in 2006 resulting in a loss of 3. 5 billion euros (Koppel, 2007.
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms (40%)(BITKOM, 2007b.
recruiting skilled technical labour is increasingly becoming a grave problem (DIHK, 2007). Firms are reporting vacancy periods of 3 to 6 months to fill an engineer vacancy;
while the official labour mediation agency Bundesagentur fã r Arbeit confirms this trend (Dunkel & KÃ hnlenz, 2007;
This expected shortfall is based on the assumption that till then there will be no change in the employment basis. In case the employment basis increases by 2. 5%in this period,
SMES are more prone to suffer from the shortage of skilled labour than large firms,
a) Financial constraints b) Finding qualified, suitable human resources c) Finding suitable cooperation partners with knowledge resources d)( International) Marketing of innovative products e
fast-growing markets such as China and India, may offer tremendous opportunities, e g. in the form of vast pools of qualified human resources in science and technology, cheaper labour costs and access to new, fast
2006), suggest that seeking â€oeaccess to know-how†(e g. in the form of skilled labour) is one of the most important drivers of global innovation.
4. 1. 1 Quantitative Availability of Skilled Labour The demographically disadvantageous factor of an aging population in many Western countries, including Germany,
With 14 million young university graduates (with seven years or less of work experience) India†s talent pool is estimated to be the largest worldwide, overlapping Chinese talent pool by 50%and that of the USA
BMBF, 2007). 3 3 DBR (2005), citing India†s Department of Industrial Policy and Promotion,
Google Inc. cited troubles in obtaining work visas for its prospective employees as a reason to set up its â€oefirst engineering research and development centre†outside the US in Bangalore in India (The Hindu,
2003). 4. 1. 2 Reducing Bottlenecks in Product Pipeline Global innovation activities may ensure that work can be carried out simultaneously from multiple locations and on multiple projects, if needed.
in addition to access to skilled labour, may also contribute to reducing costs of innovation. 4. 2. 1 Cheaper Costs for (Skilled) Labour Global activities,
The labour costs are however going up, see section 5. 2. 4. 2. 2 State-induced Incentives There may be induced lucrative state incentives to indulge in R&d activities abroad if the host country offers significant financial support, e g. in the form of â€oetax
Even China and India are reportedly experiencing shortage of skilled labour with international knowledge standards;
wages of highly skilled labour in India reportedly grow by 10 to 15%and above per annum on average;
) Wage costs for semiskilled or unskilled labour, however, remain significantly lower than in Western, industrialized nations. 5. 3 Protection of Intellectual Property rights (IPRS) The protection of IPRS remains a concern,
For instance, Hirschfeld (2005) reports several incidences of intercultural nuisances in Indo-German software development work.
Fabian and Schmidli (2005) report similar problems in Sino-Swiss projects. 5. 7 Acceptance Issues The parent unit (headquarters) tend to interfere in the innovation work being carried out at the foreign location,
Furthermore, some employees in the R&d units at the headquarters tend to see the new location as a potential threat to their job security leading to resentments, antagonism and even non-cooperation,
and should provide their employees involved in international activities with cross-cultural training. This sensitization to mutual cultural issues may play a key-role in the success of an international venture. •The motivation (potential benefits) as well as the necessity behind global innovation activities (e g. tapping new markets
A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,
Proceedings of the Second International Conference on Management of Globally Distributed work, Indian Institute of Management, Bangalore, pp. 451-465.
on the EU strategic work programme 2016-2017. pdf. txt u $ Contemporary Education and Digital Technologies-Mladen Milicevic. pdf. txt%Council conclusions
productivity and happiness. pdf. txt+Digital living-people centred innovation and strategy. pdf. txt k, Digital Opportunities Innovative ICT solutions for youth employment. pdf
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