'This'offers'new'possibilities'for'public'employees'to'coqcreate'a'working'environment'that'is'compatible'with'their'work/life'balance'aspirations.'
'In'this'sense,'the'skepticism'of'single'employees'is'also'a'barrier.''For'example,'in'the'Slovak'context,'this'has'been attributed'to'the'bureaucratic'attitude'inherited'from'the'communist'regime,'characterized'by'a'strong'aversion'to'change'and'innovation.'
, employees! and teleworkers.!Within! this! general! framework,!, telework! relationships! can! be! then arranged! in! autonomy!
'According'to'a'â€oegrassroots'dynamic, â€'committed'employees'generally'design'telework'projects'in'autonomy, 'then'promoting'it'to'the'top'management,
''Top'management†s'decision'whether'to'consent'employees'to'telework 'or'not'is'necessary,'of'course.'
employees! for! experimental! telework! and! providing! the! necessary! support! through! top management†s! guidance 'European) Policy) Brief)#)5)))8
employees through! pilot! projects;!this! may! attenuate! their! perception! of! risk '5 8! Policy! recommendations!
'This'implies'the'establishment'of'clear'rules,'rights'and'duties'for'employers,'employees'and'teleworkers.'
among'employees'for'the'implementation'of'telework'experiments 'and'provide'the'necessary'support'through'top'management†s'guidance.!
'8. Highlight'the'diffused'benefits'achievable'for'both'managers'and'employees'through'the 'experimentation! of!
There are approximately 17,000 employees in Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfã¡
challenge for the region will be to address skills development needs of those employees emerging from these sec
targets can provide many benefits for employers, employees and to members of the wider community.
Tom Fleming, Consultant on creativity and economic development 7 Table of contents 1) Reinvent Europe through Innovation
manager or a consultant. It is striking to see that in certain companies, there are more
We passionately believe that innovation is not a minor policy area for a small group of experts
Tom Fleming, Consultant on creativity and economic development This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations
Evaluation always involves the participation of independent experts Catalonia has acquired experience and best practices in evaluating the impact of R&i
carried out by independent experts 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the
Evaluation always involves the participation of independent experts Catalonia has acquired experience and best practices in evaluating the impact of R&i
carried out by independent experts 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the
â Meetings with experts, universities, research centres, clusters companies, chambers of commerce â Public consultation
Without employees From 1 to 9 employees From 10 to 49 employees 50 or more
employees •Develop actions specifically tailored for each SME typology •Goals •Increase productivity in each existing
sector •Modernisation & internationalisation of SMES with capacity and will for growth •Balance sectors by promoting
diversification •Management training programmes for innovation in a wide sense to increase productivity in companies
Smart specialisation has also been advocated strongly by the Synergies Expert Group established by the Commission's Directorate-General for Research and Innovation.
Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potoä nik
assessment (a review by peer regions and experts) and post-review follow-up Stage 1: During the preparation stage, a region has to prepare a structured presentation of
consultation with the S3 Platform team and experts Stage 2: The actual review phase generally takes the form of an interactive workshop.
academic experts working in the field of smart specialisation. Following the peer review phase, the S3 Platform team prepares a summary report,
as well as any conclusions and expert recommendations Stage 3: During the post-review follow-up stage, the S3 Platform team will then contact the
introduction of external experts in this analytical phase The benefits of bringing in an external view to address sensitive issues such as redundancies and
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input, rather than a one-off contribution
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division
experts who study the cases in close cooperation with cluster actors: this helps to take into
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website). ) For RIS3, foresight studies would ideally combine regional expertise with
experts who can contribute to the benchmarking and peer review processes Defining the scope of the RIS3 is crucial,
-making, with a wide participation of actors and experts from within and outside the region.
and international experts who can offer benchmarking and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous
Cohesion Policy adopted by the international panel of experts advising the EU Commissioner for Regional Policy
representatives as well as foreign experts at relevant points. It is important at this stage to take a
should be carried out by independent experts, guided closely by those responsible for the policy Monitoring and evaluation complement each other.
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region, mainly
•Policy Recommendations of the High-level Expert Group on KETS (2011). 98 95 http://www. observatorynano. eu/project
EU's creative industries,'TERA Consultants, March 2010. See also the emphasis on the creative industries in the
A group of experts from Member States currently working on the'strategic use of EU support
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of
public sector organisations and advisory bodies and the Chief Scientific Adviser to The irish Government. The group was chaired by a senior industry figure.
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are
s and the consultants prepared detailed assessment of each of the proposed areas using a
•Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
public sector organisations and advisory bodies and the Chief Scientific Adviser to The irish Government. The group was chaired by a senior industry figure.
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are
s and the consultants prepared detailed assessment of each of the proposed areas using a
•Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
Consultant: Avensa Consulting SRL, Iasi 2 Declaration of vision and mission Actual status in 2013 (to moment, no intervention scenario
perspective of the total number of employees from all the processing industries in the region. A concentration of companies at regional level canbe noticed in this sector in the field
ï Online consultation with RDI experts and stakeholders †proposals of promising R&i programs for each candidate field;
ï Large-scale online consultation of experts and stakeholders on the 90 R&i fiches †quantitative evaluation, backed up by pro/con arguments;
and experts are divided about the best approach to the matter Economically, the eight †development regions†are very unequal in strength, with Bucharest
number of experts and stakeholders, including representatives of the business community. A commitment to the project was secured from a broad group of key actors †decision-makers in
gradually by groups of experts and stakeholders, on the basis of available evidence, with input
In the second stage, 13 panels of 15-25 experts and stakeholders worked from this input as well
emphasized by the fact that the retribution per employee increases more rapid than the economic
employees is correlated positively with the level of economic development (Lavric, 2013. What is 720 PROCEEDINGS OF THE 8th INTERNATIONAL MANAGEMENT CONFERENCE
that the retribution per employee increases more rapid than the economic development level, thus suggesting that the intensity
among the employees. Although it raises a lot of challenges, applying managerial methods for stimulating creativity is mandatory for an organization that aims to be competitive and
financial incentives for employees to develop new ideas, job rotation of staff, multidisciplinary or cross-functional work teams, nonfinancial incentives for employees
and training employees on how to develop new ideas or creativity 4. SMES should develop strategies that integrate R&d and innovation.
Therefore, the objectives must be analyzed in the context of the challenges imposed by the necessity to innovate and build
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from
less than 10 employees, 10-50 employees, 50-250,250-1000 and more than 1000. The West region
shows the second highest share of very big firms (more than 1000 employees), and the third highest of
In this region, 3. 18%of the firms have more than 250 employees, against 3. 41 %in all Romania, 4. 72%in Bucharest, 3. 46%in the Center and only 2. 75%in the Northwest.
employee and value added to employee ratios greater (smaller) than three times the standard deviation from the
employees 10 †50 employees 50-250 employees 250-1000 employees >1000 employees All 41,852 31.24 48.42 16.93 2. 82 0. 59
-10.4)(-0. 5)(-11.5)(-20.6)(-18.0)(-15.4 Bucharest-Ilfov 9, 894 28.93 48.01 18.34 3. 65 1. 07
-7. 6)( 1. 9)(-9. 1)(-15.6)(-12.4)(-7. 8 Center 5, 382 28.5 49.46 18.58 3. 07 0. 39
-11.0)(-1. 6)(-12.3)(-18.9)(-14.5)(-22.2 Northeast 4, 439 32.85 48.79 15.68 2. 41 0. 27
-15.5)(-3. 7)(-16.3)(-29.4)(-28.2)(-14.3 Northwest 5, 604 29.5 52.12 15.63 2. 34 0. 41
employees 10 †50 employees 50-250 employees 250-1000 employees >1000 employees All 5. 52 12.55 22.19 27.94 31.79
5. 75)(-2. 2)(-3. 27)( 7. 45)(-3. 65 Bucharest 4. 38 11.81 27.21 38.24 18.35
-2. 16)( 5. 48)(-0. 86)(-1. 68)( 2. 07 Center 5. 2 12.92 29.09 28.31 24.48
-7. 96)(-12.4)( 0. 07)(-13.78)( 38.33 Northeast 10.09 19.81 28.68 28.78 12.64 5. 71)( 7. 12)(-1. 01)(-7. 97)( 7. 86
Northwest 5. 93 13.29 21.73 21.93 37.12 -7. 53)(-16.72)(-19.13)( 9. 17)( 21.03 South 4. 24 9. 7 18.29 31.23 36.54
outside the Western borders (64.7%)belongs predominantly to small firms (0-9 full time employees
Size(#employees) Plants Percent 0-9 168 64.7 10-49 58 23.0 50-249 28 11.1
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006
experts; and a system of local R&d and innovation to develop prototypes or to produce customized
companies provide transportation for employees using company buses but this leads to increased production expenses and traffic congestion
and of their employees would make the region more attractive to potential investors. In addition enhancing regional mobility by connecting secondary and tertiary nodes to TENT-infrastructure is also
Government policy on the pay of Chief executives and State Body employees and with Government guidelines
experts); ) additional financing (identify new sources of financing, leverage relationships with local banks provide negotiation and contracting support;
core team of experts who would oversee the implementation of the action plan and facilitate collaboration on research projects
over the world or to increase the degree of specialization of employees at companies†level by developing programs of E training and e-Coaching
employees broadband communications are meant to reduce the importance of localizing by allowing the establishment of offices in small, rural or isolated localities
than 9%for big companies with more than 50 employees. At the same time 57%of these companies shall select the purchase of a dedicated access connection (where
-%of employees with experience in using computers and Internet -the degree of digital alphabetization of the public
stakeholders and policy experts will help the Commission to decide whether to submit new proposals for legislation on universal service obligations in the
companies with approximately 60%of employees Regarding the integration of procurement solutions in the European context
nominal amounts due the employees and the general consolidated budget (single desk Law), or the Budget Project of revenue and expenditure for 2010-ANCOM
Employees who received ICT training 13,8 17,4 Net domestic ICT market (thousands of euros) 189,5 1, 49
 consultant  for  energy  policy  and  renewable  energies  in
 consultant  for  energy  issues  in  Switzerland  In  1986
 experts  are  considering  not  to  be  the Â
 Expert  Group  3  of  the  Smart  Grid  Task
 Expert  Groups  have  delivered  reports  in  2011  While
 Expert  group  3  on  â€oeroles  and  re- â€
adviser Meeting with stakeholders Selection of priorities Policy mix roadmap and action plan Integration of
%Employees per sectors in Spain (quarterly average 2012 (3t) 2011 2010 2009 2008 Total 17.320,3 18.104,6 18.456,5 18.888 20.257,6
We have got a european RIS3 specialist consultant (Adrian Healy from Cardiff†s University) to supervise the process
consultant ï¿Our objetive is finish the steps 1, 2, 3 of RIS3's guide in theï¿
2006-2009 by a panel of experts supported by the European Commission2, whose mission was studying the causes of a growing gap in R&d efforts between Europe and the United
The number of innovative companies (with more than 10 employees) has been experiencing a downward trend since 2004 at both regional and national levels,
10 employees and companies with less than 10 employees (micro-enterprises and independent contractors), where usage data and ICT availability continue to be low with
than 10 employees had compared computers with 71.6%at the national level. In the case of companies with more than 10 employees, these percentages increased to 98%.63.7
%of micro-enterprises and independent contractors have Internet access, lightly below the 65.7%national average. This figure rises to 97.1%for companies with more than 10
employees. There has been significant growth in recent years of mobile Internet access in companies, which is replacing fixed lines in some cases
employees in at least one year within the timeframe 1996†2001 covered by this study. As indicated by the European commission
250 employees is the standard cut off point to identify SMES in the European context (Recommendation 2003/361/EC
than 250 employees in the same period Therefore the distribution of our sample is to some extent also
employees, compared to 13.3%in the UK and 7. 8%in Germany OECD, 1997 It is also interesting to note that
each ï rm as the minimum number of employees between 1996 and 2001 This study also controlled for ï rms'age.
employees of the ï rm between 1996 and 2001 551 55.595 54.877 1. 000 248.000 0. 107**0. 110**ï¿
less than 38 employees and ï rms with over 38 employees, where 38 employees is the median number of employees of ï rms in our sample
In Table 5a and b we report the results from the 2sls. Model 5. 1 estimates the ï rst stage equation,
Employees also acquire entrepreneurship skills through interactions with their co-workers, suppliers, clients and consultants on projects such as
those to improve quality control methods or products. These interactions often take place through interactions between SMES and providers of what are known as Knowledge Intensive Service
the delegates, experts and Secretariat members for their contributions. I trust that this publication will provide inspiration to policy makers around the world and,
The following experts comprised the Scientific Advisory Group that helped guide preparation of this publication
Assistance in developing the Country Notes was provided by the following experts Petr Adamek, Bergman Group, Czech republic
employees by SMES is much less common than for large firms. Despite the general importance of vocational education and training (VET) to skills development in firms
enterprises with less than 50 employees provide significantly less employee training than larger firms. This is even true for countries known for their strong training cultures, such as
provide a significant boost to the entrepreneurship skills of SME employees. This involves SMES bringing in outside firms and consultants to help them implement change, for example in
quality control, marketing or product development. Experts may be called on in a range of areas, such as in research and development, legal, information technology, marketing and
other knowledge-intensive activities. Their advice and joint work with SME workforces upgrades skills, increasing the ability of SMES to develop,
innovation by employees in existing SMES. The following recommendations are offered â Build up entrepreneurship education in universities and higher education institutions by smartly
consultants providing knowledge-intensive service activities (KISA), for example using â€oeinnovation vouchers†for SMES â Strengthen local skills ecosystems.
employees, while â€oegazelles†account for less than 1 per cent of such enterprises. 1 They nonetheless generate large impacts.
consultants and other firms often brings new non-technological ideas into the firm with respect to business practices, workplace organisation and marketing (OECD, 2010a
innovation rates per employee not per firm (Audretsch, 1995. On the other hand, there is a strong suggestion that SMES are associated particularly with bringing forward so-called
and interacting occurs on the job as employees face ongoing changes that confront them with new problems and can be fostered by organisational practices within the firm, such as
service activity providers such as consultants (OECD, 2010a, forthcoming â Entrepreneurship skills. Another often overlooked factor affecting the propensity for
growth in employees greater than 20%a year over a three year period and with ten or more
employees at the beginning of the observation period. â€oegazellesâ€, as measured by employment, are enterprises which have been employers for a period of up to five years, with average annualised
growth in employees greater than 20%a year over a three-year period and with ten or more
employees at the beginning of the period 2. See also NESTA (2009 3. The OECD/Eurostat Entrepreneurship Indicator Programme is developing internationally
experts and delegates to the OECD Working Party on SMES and Entrepreneurship and OECD Local Economic and Employment Development Committee
employees. The dataset follows the International Standard Industrial Classification (ISIC Rev. 3 for the classification of economic activities (see Annex 2. A1
with more than 20 employees, and therefore exclude micro enterprises OECD Product Market Regulation (PMR) indicators
referral service linking firms to experts within industries SMES, ENTREPRENEURSHIP AND INNOVATION Â OECD 201048
external experts; and providing physical office space Nine centres have been selected in two competitive tenders. Their setup and operation are supported
are shared, including with international experts. The budget for the whole intended programme life cycle amounts to EUR 77 million, a third of which comes from federal money, a third from the regions, and a
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Lack of qualified personnel Difficulty in finding co-operation
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
employees taking part in the innovation processes of the beneficiary companies and public institutions Applicants and projects from educational, cultural and knowledge institutions are welcomed.
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
and covers more than one-third of R&d in businesses with less than 50 employees, but less than 3%of R&d
in businesses with more than 500 employees. Tekes directed approximately 26%of the total funding for
businesses to the smallest enterprises employing less than ten employees, approximately EUR 75 million in 2008.
six years and with less than 50 employees, and willing to seek and accept new owners and investors
provides incentives for experts, such as serial entrepreneurs, to become mentors and active developers in new ventures.
Such experts are positioned well to offer high-quality advice and contacts for start-ups to accelerate their growth and internationalisation,
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
entrepreneurship among university employees and students. Projects at universities and non-university research institutes can apply for financial support in the form of a non-repayable grant over a three-year
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Funding recipients should have less than 300 employees or capital below JPY 300 million. The majority of schemes target venture companies and SMES
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
young scientists, technicians and engineers in research and development projects, engaging experts in R&d and commercialisation projects,
reworking employee structures, to incorporate design-led positions and integration between functional teams; and developing new branding
design consultants and mentors, and external costs associated with prototyping SMES, ENTREPRENEURSHIP AND INNOVATION Â OECD 201086
Number of enterprises Number of employees Industry Services Total Industry Services Total %%%Micro 67 447 91.0 229 204 94.1 93.3 799 84 19.6 180 850 21.8 21.1
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
new employees have been recruited in 76%of the projects (of these, 79%are employees with at least a master†s degree in
engineering); ) over 90%are planning the market introduction of a new product developed in the project
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
competitive position, employee satisfaction, and internal process organisation Venturelab Venturelab provides customised education tools to promote innovative young entrepreneurs and to
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
business experts, and there is a requirement for matching funds from the firms themselves. TIP funds cover project costs only
Number of enterprises, 2005 Number of employees, 2004 Industry Services Total Industry Services Total No. firms%No. firms
employees. The industrial value added generated in these development zones accounted for 8. 95%of the
Size class of employees C. Administrative burdens on start-ups, 2008 Index scale of 0-6 from least to most restrictive
Consultants commercial labs or private institutes Government or public research institutes 0 5 10 15 20 25 30
work as experts. By the beginning of 2009,16 500 projects had been presented to the Foundation, and of
Size Employees Annual turnover Micro 1-15 Up to 1. 7 million euro Small 16-100 Up to 11.6 million euro
C. Growth in the number of employees in SMES 2001-2007 Thousands of people D. Barriers to entrepreneurship, 2008
these focus on improvement of research experts in the business sector. Besides the traditional programmes to support young researchers and young researchers from the business sector, the Public
Consultants commercial labs or private institutes Government or public research institutes 0 0. 5 1. 0
P. Private households with employed persons (ISIC Rev. 3) or Activities of households NACE Q. Extraterritorial organisations and bodies
In Table A, for Number of enterprises and Number of employees Industry includes ISIC Rev. 3 categories C, D, E,
of employees, Industry includes ISIC Rev. 3 categories C, E, and F. Services includes ISIC
employees or buyers and suppliers, etc. It is argued here that in knowledge-driven sectors such as those falling under the broad categories of high-tech manufacturing (HTM) and
and links to external experts (see Austria†s Country Note â Interactive learning networks boost SME innovation and need to be stimulated
linkages to more technologically advanced firms or business experts (see Australia†s Country Note â The absorptive capacity of SMES needs be strengthened
than ten employees may be excluded largely from this database The value of the ORBIS database for territorial analysis rests on the possibility to
turnover per employee growth rates according to turnover, value added or employment; productivity growth â Profitability indicators, e g. profit margin;
distribution of key economic variables (number of firms, turnover, employees, value added by classification variables (economic activity, firm size and location.
OECD countries, employees of SMES participate in formal training activities to only half the extent that staff in large firms do (OECD, 2010b, forthcoming.
widely used to prepare future self-employed entrepreneurs and SME employees Vocational training colleges have had traditionally a craft focus.
skilled employees and do not explicitly train entrepreneurship skills, however, and would need to be expanded to impart entrepreneurship skills in a wider sense
employees. Participation in voucher-type schemes is high among employees, but on average only 50%of the amount of finance available for training is used
and there is a low participation from micro and small enterprises and from unskilled, semiskilled and older
employees. Training packages and apprenticeship schemes have been very successful in some countries as employers use the national qualification system to upgrade the skills of
objectives and information to both employers and employees and provision of standardised accreditation Another step that can be taken to fit the vocational training offer more closely to
â understand the roles, rights and responsibilities of individuals as employees, managers employers, entrepreneurs, investors, customers and global citizens
Examples are regular programmes to train new employees or potential team leaders and project management and foreign language language training (Markowitsch
Survey show that employees in enterprises with less than 50 employees receive significantly less in-company training than employees in larger firms.
This remains true in countries reputed for their high levels of training culture such as Denmark, the
In terms of annual volume of hours spent by employees in training, the average in firms with less than 50 employees is about half that of large
firms with 1 000 employees and more, and about two-thirds of the average of all firms.
In some countries a relatively high proportion of small firms with between 10 and 49 employees provide some formal training for their employees:
Denmark (48%),Finland 38%),The netherlands (36%),Sweden (51%)and the United kingdom (35%),but even here
countries for large firms of at least 1 000 employees is much higher (Greece 33%,Hungary
The result is that employees of small and micro firms can miss out on any type
employee-driven learning and trial-and-error behaviour can obviously be detrimental to both the firm and the employee
SMES, ENTREPRENEURSHIP AND INNOVATION Â OECD 2010176 4. ENTREPRENEURSHIP SKILLS SMES, however, can be highly innovative,
This provides an opportunity for employees to learn from others in different companies. In addition to enhancing SMES€ efficiency, innovative potential and growth
a high knowledge component, undertaken in collaborations between SME employees and external professionals or in SME employee work groups (OECD, 2006;
Martinez-Fernandez and Martinez-Solano, 2006. At the heart of this are knowledge intensive service activities
consultants, clients and suppliers in the firm†s network and/or value-chain, which could
employees in pursuit of new or improved solutions to current needs of the firm †at the
same time increasing the skills, knowledge and competencies of employees in significant ways. SME work with external KISA suppliers is important because the professionals
employees learning from or together with their co-workers. Many entrepreneurship skills are acquired in the process of knowledge co-production;
engineers also helps routine employees to further analyse their own activities and how they can better be performed (Martinez-Fernandez, Receretnam and Sharpe, 2007.
and by employees usually classified as working in â€oelow -knowledge intensity†tasks KISAS are still a relatively unexplored area despite their importance to the new
performed in-house with external actors such as business consultants or other professionals from the SME€ s network and/or its value chain.
real entrepreneurs and experts SME management training According to a European commission document on management capacity-building policies for SMES, a common issue throughout Europe is that an overwhelming majority of
provided for owners and managers of independent enterprises with 250 employees or fewer, and at least partly funded by the organisation†(OECD, 2002, p. 6
It involves internal or external consultants that work with the business owner or managers to think about processes, business models or solutions to specific problems.
Although training can in principle be provided by experts from other countries or regions, it tends to be seen as a local resource by both enterprises and employees.
This, and the positive effects of local networks and connectivity in achieving the vitality of local
development †training programmes for owners, managers and consultants in business planning, financial services, ICT and marketing
and clarity of objectives and information to employers and employees; give standardised accreditation â Embed an entrepreneurship mindset through the school education system
â Use these and other approaches to support the integration of new employees and the
15 000 social enterprises employing 350 000 employees, serving 5 million users and with an economic turnover of EUR 10 billion
11 million paid employees, equivalent to about 6%of the working population of the EU These aggregates underline the fact that this is a reality
employees who live in the neighbourhood Aside from the currency, the Palmas Bank seeks to engage with communities†needs by initiat
meeting gathered a number of experts and social innovators, and concrete examples of existing social innovations were discussed.
employees. This number varies across countries. The most frequent upper limit designating an SME is 250 employees,
as in the European union. However, some countries set the limit at 200 employees, while the United states considers SMES to include firms
with fewer than 500 employees. Small firms are considered generally those with fewer than 50 employees and micro firms have at most 10 employees.
Financial information on turnover or balance sheets can also be used to define SMES Social economy The ensemble of entities that explicitly have both an economic and a social mission
These can include associations, cooperatives, mutual organisations, foundations and more recently social enterprises. This type of economy is regulated essentially by the
A new firm that is created by a former employee of a company (i e. corporate spin-off
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011