They are the experts on their own lives. At a more theoretical level, it also suggests the need to challenge the â€oeorthodoxy†within the functionalist managerial
form which is used by the administrator to manage the company information, owner information, employee information, income and other financial information about the company.
and verified by a panel of experts include human, financial, physical equipment and space), and intangible/intellectual resources and are offered as part of the content services to
entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision II.
citizens & employees about health •Extra investments generated outside the UK to improve services
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
The strengths, weaknesses and potential of the Southeast have been analysed by State agencies and by consultants in these reports
DKM Economic Consultants. An Economic Profile of Carlow, February 2009. Unpublished report commissioned by Co. Carlow local authority
As it is not a separate corporate entity, it cannot be compared accurately in terms of turnover, overheads and employees to the other port companies.
Employees 15 38 **35 ***2000 was the first full financial year as a commercial port company
**2010 and 2011 employee figures include those employed in Waterford Container Terminal Ltd. a wholly owned subsidiary of the Company since 2001
the Port of Waterford engaged consultants to conduct a strategic review of operations and make recommendations as to its future operation and development.
Colin Buchanan Consultants published results of a survey of businesses in their Waterford Airport Economic Impact Assessment in February 2010
Another proposal that emerged from the consultations in this area of enterprise development is that the remit for LEOS needs to be expanded to include businesses with more than 10 employees
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
•10th lowest in EU27 in terms of cooperative employees At a time when a significant number of industries and multinational corporations are moving to other countries
Typically cooperatives place more emphasis on job security for employee members; they pay competitive wages, promote additional income through profit-sharing, distribution of dividends and other benefits,
Employees (Number 10,007 Under 10 Active Enterprises (Number 2, 059 Persons Engaged (Number 4, 280
Employees (Number 2, 909 10-19 Active Enterprises (Number Persons Engaged (Number Employees (Number 20-49
Active Enterprises (Number 73 Persons Engaged (Number 2, 148 Employees (Number 2, 139 50-249
Active Enterprises (Number 31 Persons Engaged (Number 2, 820 Employees (Number 2, 819 250 and over
Active Enterprises (Number Persons Engaged (Number Employees (Number Kilkenny All persons engaged size classes Active Enterprises (Number
3, 491 Persons Engaged (Number 16,580 Employees (Number 14,272 Under 10 Active Enterprises (Number 3, 199
Persons Engaged (Number 6, 343 Employees (Number 4, 101 10-19 Active Enterprises (Number Persons Engaged (Number
Employees (Number 20-49 Active Enterprises (Number 87 Persons Engaged (Number 2, 615 Employees (Number
2, 606 50-249 Active Enterprises (Number 32 Persons Engaged (Number 2, 700 Employees (Number
2, 700 250 and over Active Enterprises (Number Persons Engaged (Number Employees (Number Waterford All persons engaged size classes
Active Enterprises (Number 4, 317 Persons Engaged (Number 27,417 Employees (Number 24,610 Under 10 Active Enterprises (Number
3, 904 Persons Engaged (Number 8, 213 Employees (Number 5, 507 10-19 Active Enterprises (Number
246 Persons Engaged (Number 3, 257 Employees (Number 3, 183 20-49 Active Enterprises (Number
104 Persons Engaged (Number 3, 046 Employees (Number 3, 023 50-249 Active Enterprises (Number
47 Persons Engaged (Number 4, 531 Employees (Number 4, 527 250 and over Active Enterprises (Number
16 Persons Engaged (Number 8, 370 Employees (Number 8, 370 Wexford All persons engaged size classes
Active Enterprises (Number 6, 035 Persons Engaged (Number 27,355 Employees (Number 23,451 Under 10 Active Enterprises (Number
5, 518 Persons Engaged (Number 11,177 Employees (Number 7, 395 10-19 Active Enterprises (Number
313 Persons Engaged (Number 4, 134 Employees (Number 4, 038 20-49 Active Enterprises (Number
143 Persons Engaged (Number 4, 186 Employees (Number 4, 163 50-249 Active Enterprises (Number
55 Persons Engaged (Number 5, 271 Employees (Number 5, 268 250 and over Active Enterprises (Number
6 Persons Engaged (Number 2, 587 Employees (Number 2, 587 Tipperary All persons engaged size classes
Active Enterprises (Number 6, 254 Persons Engaged (Number 29,480 Employees (Number 25,113 Under 10 Active Enterprises (Number
5, 714 Persons Engaged (Number 12,044 Employees (Number 7, 851 10-19 Active Enterprises (Number
338 Persons Engaged (Number 4, 409 Employees (Number 4, 259 20-49 Active Enterprises (Number
131 Persons Engaged (Number 3, 816 Employees (Number 3, 795 50-249 Active Enterprises (Number
60 Persons Engaged (Number 5, 249 Employees (Number 5, 248 250 and over Active Enterprises (Number
11 Persons Engaged (Number 3, 962 Employees (Number 3, 960 Source: CSO Business Demography. http://www. cso. ie/px/pxeirestat/Statire/Selectvarval/saveselections. asp
Note: North/South Tipperary not available separately Note: The geographical breakdown given is an approximation.
The county breakdown is based on the address at which an enterprise is registered for Revenue purposes,
all its employees will be counted against the county where the head office is located. Enterprises with Unknown supplied generally have registered Revenue addresses outside of the Republic of ireland.
However, the employees registered with these addresses are working in the Republic of ireland For example, County Waterford has employers in a range of indigenous and FDI companies.
DKM Economic Consultants. Annual Construction industry Review 2009 and Outlook 2010†2012, October 2010. Accessed at http://www. dkm
Data on construction employment was obtained by DKM Economic Consultants for Q1 2010, based on the total number employed at that time (130,600).
DKM Economic Consultants. Annual Construction industry Review 2009 and Outlook 2010†2012, October 2010. Accessed at:
DKM Economic Consultants for the Society of Chartered Surveyors Ireland. The irish Construction industry in 2012. Accessed at:
Although ICT experts disagree on how big the future skills gap in the sector will be,
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation
according to experts. But how big the skills gap will be is impossible to forecast in an
EU, experts claim â€oewe need that whole support infrastructure, mentors, access to finance. It should be easier to set up a business, and
global level, experts warn As researchers from the Belgian university KUL stressed in a study recently
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
-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,
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.
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
%Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues
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
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of
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.
employee is satisfied with it, and the change will affect the relational context and position within it,
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
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
with employees) are vital Success is the approach References 1. Ansoff, I. and Mcdonell, E. Strategic Management, Palgrave Macmillan Publishing
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
-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
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
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).
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.
economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30, 1265†1285 West, GP, & Noel, TW.
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
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