use external experts to run assessments, as well as the development of interventions, due to the possible lack of expertise and thus results in
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
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
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
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
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
employees). ) It is more surprising that proportion of highly educated staff is not a signiï cant predictor in process
require high employee skills Interestingly, proportion of full-time equivalent employ -ees engaged in intramural R&d was not found to have any
with attracting qualiï ed employees, as well as with having skills and knowledge are documented well in other studies
factor is followed by lack of qualiï ed employees and information about technology and markets, which is also
i) the Context Executive (CE) Module which interfaces with other entities/context clients,(ii) the Context Processing (CP) Module which implements the core internal
The Context Executive Module (CE) is introduced to meet the requirements of creat -ing a gateway into the CISP architecture and deals with indexing, registering,
in support of the Context Executive and Context Processor modules. Context is dis -tributed and replicated within the domain
Context Flow Controller configures the Context Processing and Context Executive Modules based on the requirements of the Management Application and the general
A so-called Supervisor and Security Module (not shown for clarity reason in Fig. 2 is embedded in each Cognitive Manager supervising the whole Cognitive Manager
-sessed by philosophers and politicians as well as security and trust experts 4 Survey of Work on Social and Economic Tussles as
-nomic experts investigating the relationship between FI technology, society, and the economy through white papers, workshops, FIA sessions, and research consultancy
For instance, an employee (Alice) changing group membership at the command of her manager (Peter) can be formalized as
†Customer employees can access their respective data and systems (or parts thereof) but cannot access infrastructure
by its employer 2. For a given task at hand, an administrator â€oechecks out†the required priv
employee has held what privileges at any given point in time. Furthermore for each privilege, the system documents for what task these privileges were
of trusted employees for each customer through implementing a rigorous least privilege approach as well as corresponding controls to validate employee behav
-ior. Furthermore, a practical scheme needs to support overseas management to reduce cost while still enabling compliance with privacy and other regulations
providers and their employees Acknowledgments. We thank Ninja Marnau and Eva Schlehahn from the Independent Centre for Privacy Protection Schleswig-Holstein for substantial
Cloudsourcing-the cloud sparks a new generation of consultants & service brokers (2010), http://www. processor. com/editorial/article. asp
From the close interaction with the experts in the field, we derived an approach for the evaluation based on the feedback of the citizens and also of the op
of ICT experts will be reduced substantially. To this end, we wish to propose three grand research challenges
mastership of ES development, handing it over to business experts. To this end, the ICT domain needs to push forward the implementation of future ES development
environments, specifically conceived to be used directly by business experts. Such development environments will be based on an evolution of MDA,
interfaces will foster new development environments conceived for business experts to directly intervene in the development process
and business experts. Together, they need to cooperate in developing a new breed of services, tools, software packages, interfaces and user interaction solutions that are
offering to the business experts the possibility of directly governing the development of software architectures.
the specific context of developing new FINESS, where business expert can directly manage a new generation enterprise software architectures.
-ness experts by using Enterprise Systems/Architectures (including Business Process Engineering methods and tools starting from a repository of FINERS, the new sort of
This system is used mainly by business experts who, once identified the area (s) where it is necessary/suitable to intervene,
with a rich set of tools necessary to support the business experts in their redesign
In order to put the business experts at the centre of the ES development process, we foresee a platform where FINERS are visualised
Then, business experts supervise and complete the work. This approach represents a marked discontinuity with the past
since a FINES will be engineered directly by business experts and not by IT special -ists. In fact, business experts will be able to select,
manipulate, and compose FINERS at best, since they know better than IT specialists what the different business entities
experts 6 Conclusions At the beginning of the 80s, the SUN had a visionary catchphrase, summarised in the
Active labour market policy is a top prior -ity to sustain employment, strengthen social cohesion and reduce the risk of poverty
Smart cities have been pointed recently out by M2m experts as an emerging market with enormous potential,
which allows them to become experts earlier than most. Segments 2 and 4 have lower
number of employees. SME activity is confined not to any country to production in the strict sense;
-significant implications for family owners and managers, the SME employees, and the Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14
-ledge expert does not fully recognize the value of their knowledge or how to turn that
knowledge into profit or else the expert would be acting as an entrepreneur. In turn the entrepreneur may not have the depth of knowledge that the specialist possesses (for
and acquire more knowledge experts, they have the potential to Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 5 of 20
for Australia, this is less than 100 employees. As the USA defines an SME as a firm that
has less than 500 employees, this definition was used as a guiding principle and all re -spondents could be included in the sample.
number of employees in 2007, the last full year prior to the survey being administered Firm Performance
Family firms included 15.6%of respondents with 0 employees, and most firms in the family sample had between 1 and 10 employees (68.3%)as compared to the 10 to 20
category (11.6%).%)Only 2%of firms had over 50 employees. For non-family, 40.8%of
firms had employees in the 1 to 10 category and 34.3%in the 10 to 20 group.
These re -Real estate 9 7 2. 4 6 4. 4 Professional and technical 10 31 10.6 16 11.7
Table 2 Firm characteristics-size (number of employees Characteristic Range Family businesses Non-family businesses %%n=293)( n=137
Number of employees 0 46 4 From 1 to 10 200 56 From 10 to 20 34 47
in years and size (SIZE) as number of employees. The results are shown in Tables 4
can often be achieved through employees, by encouraging them to sustain their appli -cation, distribution, and creation of knowledge (Hauschild et al. 2001).
-aged by key family member executives, often only a few are involved in the decision -making process.
employees, and medium-sized is under 500 employees (Headd and Saade 2008 However, due to the convenience sampling procedure implemented in this research
measured using the number of employees and firm age using years in business. The scales were subjected to reliability and validity testing,
employees, and revenues. Each measure has strengths and weaknesses (Brush a Wanderwerf 1992; Mcgee et al. 1995.
Academy of Management Executive, 15 (1), 64†80 Brush, CG, & Wanderwerf, PA. 1992). ) A comparison of methods and sources for obtaining estimates of new venture
economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30, 1265†1285 West, GP, & Noel, TW.
as a percentage of total unemployment,(3) the percentage of the regional labour force employed in the
experts and consultants in two Eastern European countries: Hungary (19%of the SMES in the sample) and Romania (81%of the sample.
Figure 1), numbers of employees (Figure 2), and industry breakdown (Figure 3 Figure 1 provides an overview of the sample of SMES in terms of age.
balanced mix of companies in terms of years in business, the number of employees that have helped directly these organizations gather resources,
Under 10 employees, between 11-50 employees, between 51-100 employees, and over 100 employees
Approximately half of the organizations surveyed employ fewer than ten employees while about a quarter of the SMES in our sample employ between eleven and fifty people
The least represented category in the sample is the †51-100 employees†bracket. Finally
In terms of number of employees, our sample is representative for the larger Hungarian and Romanian population of SMES (EC, 2014
employ fewer than ten employees, and have introduced fewer than five new products/services on the market since their
Institute for Prospective Technological Studies (IPTS), in Seville (Spain) a group of experts from regions and
This first EUA-JRC workshop gathered 40 experts from 18 European countries, across both EU 15 and EU 12
EUA nominated university experts through consultations with its â€oecollective†members, the national rectors†conferences, who selected experts with experience of
regional cooperation to advise on good practices and guidelines for the new Smart Specialisation agenda
develop RIS3 in collaboration with leading experts. This includes peer review activities where regions present their RIS3 strategies
Miguel Angel Aguirre Spain Andalusia Adviser, Andalusian Regional Government Ministry for the Economy, Innovation, Science
Sue Brownlow England (UK) Cornwall Adviser to Cornwall County Council Jo Banks England (UK) Cornwall Cornwall County Council
Senior Adviser Armin Mahr Austria Federal Ministry of Science and Research Head, coordination research locations & EU
Alexandre Almeida Portugal Norte Head Adviser, Regional Development Unit Borut Ronä eviä Slovenia National government
priority and cooperation themselves using external experts and consultancies, and cohesion funds are broadly spread and therefore not necessarily supporting the strongest strategic centres.
ratio of 2: 1 of workers to retirees. This will lead to an increase of costs
The report involved policy and business experts across the globe in exploring the changing nature of innovation within the
In 2006, the Independent Expert Group on R&d and Innovation, chaired by Esko Aho, published its landmark report,
it focuses on labour market practices and the delivery of services. As such, it is at odds with other definitions which
•identifying and implementing new labour market integration processes new competencies, new jobs, and new forms of participation, as diverse
provides flexibility for employers and security for employees against labour market risks and holistic early years†provision in Reggio
Emilia, Italy -the third sector (for example, Emmaus in Europe or Dialogue Social Enterprise which tackles issues of disability and marginalisation in
skills programmes for mothers returning to the labour market In the West it had its roots in the humanism of the 18th century and the Industrial revolution, and
power in the labour market. Many of its ideas were crystallised through legislation: Norway†s ruling Labour Party†s recent proposal that big
employers and planners; and technologists accelerated their efforts to innovate. The Center for Independent Living, founded in 1972 by disability
These might include employers seeking new types of skills (e g. better ability to work in teams, or
the sector employed 39.5 million full time equivalent workers which means that civil society employs, on average, 10 times more people than the utilities
over 11 million people, equivalent to about 6%of the working population of the EU. In the accession member states, 4. 2%of the wage earning population
integrating highly excluded groups into the labour market, it is highly likely that these figures significantly underestimate the true scale of social enterprise
Kafka Brigades gather together all involved front line workers, managers and policymakers around particular cases. The Kafka Brigade's unique research
public service employees, such as transport drivers, to avoid being responsible for cash amounts After the success of the pilot, the service was implemented permanently, and
marginalised job seekers back into work; to buy, restore and sell low-priced 46 second hand recycled products (including clothes and furniture) to those on
personal needs of the employees who frequently have addiction or debt difficulties. The centre is also becoming a community hub in which local
problems and reintegrate them into the labour market The Koispe is a relatively unique organisational form in that it is both an
the make up of any Koispe †at least 35%of the employees must be those with mental health problems;
role in integration various marginalised groups into the labour market †47 including adults with learning difficulties, people with physical disabilities
employees. Previously, the island had been economically dependent on the island†s mental health institution. When the institution closed down, the new
well as migrant workers who come back home to Poland and find themselves without anywhere to live.
created sustainable employment opportunities and the various activities undertaken by Barka over the last 20 years have had a major influence in
Integration Programme, helping destitute East European migrant workers either to return home or settle into their new society.
software developers, designers, marketing and business experts as well as those who have knowledge of specific areas of social need-to a two-and-a
4 to 7 people, including civil servants from the Regions, politicians, experts and citizens. Participants raise their own questions,
professions, and the idea that the expert knows best. Many of these methods have been helped greatly by the ability of the web to draw in a far wider
employees to make suggestions about working conditions and practices. The kinds of suggestions elicited may include, for example, the introduction of
possess both tacit and explicit knowledge †as citizens, employees, service users and so on. This knowledge is crucial in improving services and making
innovation, few resources are being devoted to labour market development †and there is a dearth of skills,
sector front line workers. There is little equivalent to the angel finance that plays a critical role in technology,
devoted to labour market development. Our analysis suggests that this is as important an issue as finance.
A report exploring skills gaps and shortages in paid employees within the voluntary sector in England found that skills gaps are apparent across the
their employees, likely because staff have to be skilled multi to perform a variety of functions.
employees-and many employers, particularly smaller ones, resort to volunteers to cover the work. While a majority of employers formally assess
whether individuals have gaps in their skills and/or hold a training and development policy, a lack of time and/or funding for training and
employees to see an NGO as a springboard to more prestigious posts outside of the NGO sector-move on to the public or private sector or into prestigious
and support within businesses and NGOS to help workers to adapt to change. Whilst ESF programmes will continue to support those
the employees, but also contributes to a better relationship between the organisation and the national government,
transitions into the labour market -Coordination, design, and implementation of different projects. This should include setting stricter protocols for
Report of the Independent Expert Group on R&d and Innovation Appointed Following The Hampton Court Summit, Available at
things as the dynamics of labour markets or monetary policy. The big social changes that have accompanied industrialisation have had some common features:
decision-making more expert and more democratic†Democracy Journal 7 Available at http://www. democracyjournal. org/article. php?
margins †to the local managers and workers on the shop floor, as well as to the consumers themselves
rise of innovations like the Expert Patients programmes, or Patient Opinion Public policy has turned also towards the household, through innovations like
involving users at every stage as well as experts, bureaucrats and professionals; designing platforms which make it easy to assemble project
identifying and implementing new labour market integration processes, new competencies, new jobs, and new forms of participation,
degradation and invisibility of garbage workers. 12 She set out to do the 1 PROMPTS, INSPIRATIONS AND DIAGNOSES 23
She decided to shake the hands of every one of the 8, 500 employees of
renowned experts spend between two and six months helping the government to identify problems and explore original solutions on issues
and labourers who discuss and reflect on their farming practices. In the evening, walkers stay in villages and
husband mistreating his wife/factory owner exploiting the workers etc Boal called this and other types of participatory theatre, the †Theatre
and labourers. Or, spectators might choose to depict a more local problem like the lack of fresh water,
44) Quality circles are a group of employees who volunteer to meet up to identify, analyse and solve work-related problems.
front line workers, who are placed often best to identify problems. This approach was pioneered by Toyota and plays an important step in their
idea that †the expert knows bestâ€. Many of these methods have been greatly helped by the ability of the internet to draw in a far wider range of people and
of front line workers, professionals, and citizens. Within universities the usual form is a grant, often with few conditions to allow a group of
Taking innovative front line workers out of service roles and putting them into incubators or prestigious time-limited roles
as consumers, or workers or participants, but their culture is social, are committed to the communities in which they operate, providing work, services, and
Visits from external experts can be an aid to training and formation or, as in the case of SEKEM, they can keep
of the employees and staff. It is always a useful exercise for a venture 4
how innovations can be diffused among service providers through experts intermediaries, and collaboration. However, we argue that the design of
199) Barefoot consultants. There is an important role for consultants and those with specialist knowledge †who can act as knowledge brokers and
advisers in the new systems. It is best if they seek to diffuse information acting as educators, rather than protecting their knowledge through
intellectual property and charging for access 5 98 THE OPEN BOOK OF SOCIAL INNOVATION Organisation and scale
The Expert Patients Programme (NHS/EPP) is an example of this trend, where citizens with particular medical conditions provide
authorities, experts, and local citizens. Together they formulated and implemented a series of community-based interventions intended to
academic journals †which sit alongside consultants adept at looking at companies†IP, or their R&d pipelines, spotting patterns and possibilities
277) Innovation champions are individual consultants who produce ideas network to find what else is being tried,
Consultant for companies that develop eco products and designer of a line of eco-clothing.
experts in their respective fields 138 THE OPEN BOOK OF SOCIAL INNOVATION Innovation platforms There are different types and forms of platforms,
and engaging individuals as workers. In some cases, firms have used the particular relations that characterise households as a channel for selling.
seven people, including civil servants from the Regions, politicians, experts and citizens. Participants raise their own questions,
from managers to front line workers 323) †Top slicing†departmental budgets for innovation, for example, 1 per
manual workers have resisted innovations (particularly ones involving changes to demarcations. However, in other cases, unions have helped
392) Supporting front line workers as innovators such as the joint IDEO /Kaiser permanente (KP) project in the US.
sector workers to volunteer for socially innovative projects 394) Secondments of public sector employees into †skunk worksâ€, innovation
teams, and projects to develop service innovation 395) Greater freedoms in designated or priority areas as a spur for
The Neighbourhood Renewal advisers in the UK are one example 1 166 THE OPEN BOOK OF SOCIAL INNOVATION
collaboration between public service workers and civil society, and make the boundaries between them more fluid
401) Secondments of public sector employees to community organisations and private enterprises, and vice versa 402) Collaborative structures for more innovative service design
decision-making more expert and more democratic. †Democracy Journal. †No. 7, Winter 2008 1
people who want to believe that their employer has a social conscience and to stimulate cultures of innovation in the mainstream business through
worker cooperatives and employs over 100,000 people. The network†s bank, the Caja Laboral, provides credit to the co-ops that it helps to set
to labour market development. However, developing skills within the field of social enterprise is critical to the growth and development of the sector
employers, business schools, think tanks, sector leaders and others 486) Lessons in social entrepreneurship such as the programmes
to employer needs. This was proposed originally in the mid-1990s as a Guaranteed Electronic Market (GEM), a web-based market for people to
517) Users as producers †such as the Expert Patients Programme, which teaches users to manage their own health conditions more effectively
report on risk and innovation 1 the UK Government scientific adviser, Mark Walport, states that â€oedebates
1. Annual Report of the Government Chief Scientific Adviser (2014) Innovation: Managing Risk, Not Avoiding It The
lack of resources, lack of skilled employees, lack of easy to use technology adapted to SMES,
1 This major survey covered SMES with 10-249 employees, in 13 EU Member States plus Norway (the gross
Some Member States have taken action to attract ICT experts from third countries. Bringing in outside expertise is costly,
consultants to help prepare for the organisational changes required by e-business Complexity of regulations Although today†s regulatory environment seems to accommodate ebusiness
consultants, SMES tend to avoid the legal risks of engaging in cross-border commerce Readily available basic legal information,
8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees
e-mail web -presence phases FN, September 2002 Digital Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10,
Elements, like the employees resistance to the change, the non-support from the 10 20.2.02 Eurostat Statistics In focus newsletter ISSN 1561-4840 KS-NP-02-012-EN-N
work centralization, limited mobility of workers, rigid and inertial institutional boundaries, low interaction with entities of another institutional sphere, etc
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers and financers, were elided (Freiberger and Swaine 2000
labour market and development policies Secondly, we also need to understand more about the growth of the spaces over time
R&d in sciences and arts at national/regional level, improving the labour market for researchers, promoting better policies for employment, education and training, immigration
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