14,000 employees in France, ten fac -tories, and a global turnover of 201 million French francs, which had multiplied by 10
and with ten or more employees at the beginning of the observation period. â€oega -zelles†are born newly high-growth enterprises not
than 10 employees) as%of all enterprisesâ€, see p. 37 3 These countries are also home to many high-growth innovative SMES but the conditions under
growth in employees (or in turnover) greater than 20%a year, over a three-year period,
employees at the beginning of the observation period. †4 A size threshold of ten employees is suggested to
five years but nevertheless have more than 250 employees. Animal metaphors have some popularity in lit
includes for example new companies that grow from ten to 18 employees within three years †reaching a
than 250 employees. Nota bene, the obvious consequence of high growth of SMES is that they soon turn into
-tion, rewards for innovative employees, possible income limits, and regulations of sideline income including equity shares in new companies) of entrepreneurial researchers.
-neurial activities of employees in large companies, and recognition of business relationships of uni -versity researchers in peer groups
employees 0 1 2 3 4 5 6 7 8 9 10 Manufacturing*(2006) Services**(2006
***Employer enterprises with fewer than 250 employees Source: OECD (2009), p. 29 The picture is similar for â€oegazellesâ€.
employees in Europe that entrepreneurs and company managers are extremely cautious about hiring. †34
These 691 companies made up 4. 9%of new companies with more than 10 employees in
â€oeonly start-ups with greater than twenty employees have persistent employment effects over time and only in
team, made up of twelve employees, selects 10-15 companies to be supported. The team applies eight se
-formance, such as employees, revenue growth and number of customers. A mid-term evaluation is expected to be ready in autumn 2011.
employees and financing abroad as well as to cooperation in R&d, production and innovation activities with international partners
In Korea the SME sector, accounting for 99%of enterprises and 88%of employees, is consid
with 300 to 1, 000 employees is to be introduced for policy purposes. Korea†s SME policies
-facturing, is an enterprise with less than 300 employees and with sales less than 8 billion won (approximately
-ment supports SMES with up to 300 employees with numerous measures, enterprises with more than 300 employees are regarded as large firms under strict government regulation
and cannot receive any support As a result, many enterprises do not grow Although the â€oeweakness concept†is still dominant,
ï improved support to spin-offs by executives and employees of large enterprises ï enabling start-ups at home and expanding the infrastructure for one-person creative enterprises
employees, responding to global competition and developing initiatives to foster â€oehidden global champions†The introduction of policy schemes for supporting this group of enterprises will probably impact the Korean
or the number of employees in order to sustain the status of an SME and be applicable for government support
minimum of 20 employees or to 10 million Canadian dollars (CAD) in sales or both There is currently a critical shortage of capital for technology based firms.
switched to high tech SMES with up to 500 employees (mostly under 25 employees. In Canada, in Cooper†s
more patents per employee than did larger firms In 2006 the US General Accounting Office (GAO) reported that from 1983 to 2004, participating federal
The SBIR is focused on SMES †namely over 41%of respondents had 15 or fewer employees â€, while about
15%had more than 100, for a mean of only ten employees. As expected very small firms had lower in
-creased sales and employment †with the best results for firms in the range of 15 to 25 employees.
ï Fostering employment of high-tech employees in SMES: the SME Agency introduced for the first
have less than 300 employees or capital below JPY 300 million. The majority of schemes target
of 20%or more in each of the previous three years and a size of more than nine employees at the beginning
these 59 companies had more than ten employees and thus fulfilled the OECD criteria for high-growth enter
excluding micro companies with fewer than ten employees and large companies with more than 250 em
of mouth recommendation, employees, controlling, successful innovation marketing, extended distribution opportunities after being acquired by a trust (mentioned twice), withdrawal of competitors, severe winters. 167
10-250 employees, i e. meeting the OECD€ s definition criteria for high-growth SMES. For high-growth SMES
and with ten or more employees at the beginning of the observation period. â€oega -zelles†are born newly high-growth enterprises not
than 10 employees) as%of all enterprisesâ€, see p. 37 3 These countries are also home to many high-growth innovative SMES but the conditions under
growth in employees (or in turnover) greater than 20%a year, over a three-year period,
employees at the beginning of the observation period. †4 A size threshold of ten employees is suggested to
five years but nevertheless have more than 250 employees. Animal metaphors have some popularity in lit
includes for example new companies that grow from ten to 18 employees within three years †reaching a
than 250 employees. Nota bene, the obvious consequence of high growth of SMES is that they soon turn into
-tion, rewards for innovative employees, possible income limits, and regulations of sideline income including equity shares in new companies) of entrepreneurial researchers.
-neurial activities of employees in large companies, and recognition of business relationships of uni -versity researchers in peer groups
employees 0 1 2 3 4 5 6 7 8 9 10 Manufacturing*(2006) Services**(2006
***Employer enterprises with fewer than 250 employees Source: OECD (2009), p. 29 The picture is similar for â€oegazellesâ€.
employees in Europe that entrepreneurs and company managers are extremely cautious about hiring. †34
These 691 companies made up 4. 9%of new companies with more than 10 employees in
â€oeonly start-ups with greater than twenty employees have persistent employment effects over time and only in
team, made up of twelve employees, selects 10-15 companies to be supported. The team applies eight se
-formance, such as employees, revenue growth and number of customers. A mid-term evaluation is expected to be ready in autumn 2011.
employees and financing abroad as well as to cooperation in R&d, production and innovation activities with international partners
In Korea the SME sector, accounting for 99%of enterprises and 88%of employees, is consid
with 300 to 1, 000 employees is to be introduced for policy purposes. Korea†s SME policies
-facturing, is an enterprise with less than 300 employees and with sales less than 8 billion won (approximately
-ment supports SMES with up to 300 employees with numerous measures, enterprises with more than 300 employees are regarded as large firms under strict government regulation
and cannot receive any support As a result, many enterprises do not grow Although the â€oeweakness concept†is still dominant,
ï improved support to spin-offs by executives and employees of large enterprises ï enabling start-ups at home and expanding the infrastructure for one-person creative enterprises
employees, responding to global competition and developing initiatives to foster â€oehidden global champions†The introduction of policy schemes for supporting this group of enterprises will probably impact the Korean
or the number of employees in order to sustain the status of an SME and be applicable for government support
minimum of 20 employees or to 10 million Canadian dollars (CAD) in sales or both There is currently a critical shortage of capital for technology based firms.
switched to high tech SMES with up to 500 employees (mostly under 25 employees. In Canada, in Cooper†s
more patents per employee than did larger firms In 2006 the US General Accounting Office (GAO) reported that from 1983 to 2004, participating federal
The SBIR is focused on SMES †namely over 41%of respondents had 15 or fewer employees â€, while about
15%had more than 100, for a mean of only ten employees. As expected very small firms had lower in
-creased sales and employment †with the best results for firms in the range of 15 to 25 employees.
ï Fostering employment of high-tech employees in SMES: the SME Agency introduced for the first
have less than 300 employees or capital below JPY 300 million. The majority of schemes target
of 20%or more in each of the previous three years and a size of more than nine employees at the beginning
these 59 companies had more than ten employees and thus fulfilled the OECD criteria for high-growth enter
excluding micro companies with fewer than ten employees and large companies with more than 250 em
of mouth recommendation, employees, controlling, successful innovation marketing, extended distribution opportunities after being acquired by a trust (mentioned twice), withdrawal of competitors, severe winters. 167
10-250 employees, i e. meeting the OECD€ s definition criteria for high-growth SMES. For high-growth SMES
'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.
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
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of
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
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
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
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
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
%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
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
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
innovation by employees in existing SMES. The following recommendations are offered â Build up entrepreneurship education in universities and higher education institutions by smartly
employees, while â€oegazelles†account for less than 1 per cent of such enterprises. 1 They nonetheless generate large impacts.
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
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
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
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.
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
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
Funding recipients should have less than 300 employees or capital below JPY 300 million. The majority of schemes target venture companies and SMES
reworking employee structures, to incorporate design-led positions and integration between functional teams; and developing new branding
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
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
competitive position, employee satisfaction, and internal process organisation Venturelab Venturelab provides customised education tools to promote innovative young entrepreneurs and to
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
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
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
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
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
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
regions, it tends to be seen as a local resource by both enterprises and employees. This, and
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
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
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