senior management but also by other employees, especially in R&d departments, as well as a profound analysis of business environment conditions of the target offshore country
management skills of individuals in the senior management team and developing in-house coaching capacity; developing a marketing strategy or raising external finance
Regulations and supervisor arrangements designed to safeguard the soundness of financial systems can affect the
members in senior management positions over hiring outside professional managers, which can lead to poor management decisions and generational transition problems (Crosetto, 2004.
open to the selected community as well as the company executives so that they can also participate in the knowledge exchange
Furthermore, demand for less skilled workers has decreased dramatically throughout the OECD, while demand for skilled workers has exploded. 6
11. Given the shift in comparative advantage towards more knowledge based economic activity many scholars have predicted the demise of SMES.
An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy,
new economic knowledge embodied in skilled workers tends to raise the propensity for innovative activity to spatially cluster throughout all phases of the industry life cycle.
Firstly, my special gratitude goes to my supervisor Magnus Klofsten. He has been of great help
The functions of the executive. Cambridge, Massachusetts: Harvard University Press Baum, J. A c. 1998. Disciplinary roots of strategic management.
Supervisor, and eight students for seven weeks This GP has a lot in common with †Summer Entrepreneur†(also a GP from MINI
including salaries for Project manager, Supervisor, and 8 students for 7 weeks This GP, which has a lot in common with †Summer Entrepreneurâ€,
skilled workers as an important challenge for future growth The necessary mechanisms or structures for these new †entrepreneurial bottom-up initiatives†should
ii) the participation of highly skilled workers in the process, given the increasingly cross-sectoral, cross-technology and cross-border dimension of activities, in order to easily
On the contrary, for the Lahti region the lack of skilled workers and research infrastructures is a main bottleneck for its smart specialisation strategy.
•the number of executives employed by the firm •and the existence of a design office
to take into account the percentage of executives to employees for SMES with less than 10 employ -ees.
Executives(%)â'1. 3198 (â'0. 431 Design office 0. 045+(0. 088 n 79 83 91
Influence of executives presence on success rate of cooperative projectsa Project result %of executives to employees
Success Success rate Failures Failure rate Number of projects From 0 to 5 9 42.9 12 57.1 21
a According to the Ï 2-test, there is no direct link between the result of a project and the percentages of executives to employees
5. 3. The contribution of executives to successful collaborative relationships The presence of executives indicates that the en
-trepreneurial manager delegates part of his power to its subordinates. So, he can spend more time to run effec
-ence of executives should increase the success rate of innovation. Our empirical results invalidate what we
of executives to employees. Following three elements may explain why collaborative relationships are not more successful when the percentage of executives to
employees is larger •This category is heterogeneous. Research and pro -duction managers are often at the heart of the
administrative executives do not play a key role during the innovative activity. In other words, the percentage of executives is only quantitative.
It does not give any information on the organisational efficiency of the firms (Perrin, 1991
-ucation influences the receptiveness of executives to external sources and their approach to innova -tion problems to a considerable extent (Gibbons
When executives with a high level of education are confronted to a complex problem they recognise if the firm can rely on its
as well as executives 5. 4. The contribution of design office to successful collaborative relationships The activity of a design office is not as formal as in
The contribution of executives to successful collaborative relationships The contribution of design office to successful collaborative relationships
or as apprentices at subcontractors or exporters Those who combine export and subcontracting have characteristics in between exporters and
specific material, generally sourced from within the cluster and produced by skilled workers from the village itself.
#7) as supervisor.(.While I was working, I asked permission to establish my own firm.
and executives from several member companies. The views expressed do not necessarily represent the views of every WBCSD member
automated systems routinely manage the flight controls, with the pilot acting as aâ supervisor /controller able to intervene
and their executives can have a signifi cant impact on locational choice. The smart specialisation
on the one hand, and transient labourers on the other. While virtually all Qataris and westerners have an Internet connection at home
much lower among transient labourers (24 per cent). ) Therefore, â€oeincreasing the penetration of newer devices such as smartphones and tablets
as well as the household access data, excludes transient labourers, which account for a significant proportion of residents in Qatar.
global executive study and research project In collaboration with Research Report 2013 Copyright  2013. Massachusetts institute of technology.
2/Executive summary 3/Introduction •Brewing up Change at starbucks •About the research
garnered responses from 1, 559 executives and managers in a wide range of industries. Their responses clearly
Previous research with executives by the MIT Center for Digital Business and Capgemini Consulting showed that many companies struggle to gain transformational effects from new digital technologies, but
executives at 450 large compa -nies, MIT Sloan Management Review and Capgemini Consulting conducted a broad
Executives need to lead the process and make sure they†re managing and coordinating across the company.
Digirati companies have executives that share a strong vision for what new technologies bring in -vest in and manage digital technologies quickly
A third of C-level executives and board members think the pace of change is about right,
two-thirds of executives fail to articulate a vision for digital transformation? At least part of the reason
executives must decide what to transform first: Cus -tomer relationships? Internal operations? The business model? Any individual step requires mul
executives to reframe what they think about their business Wellpoint†s Lori Beer recalled that when she ran
executives and board members CEO /President /Managing Director Managers Staff Very fast Fast About right Slow Very slow
Older executives and managers need to understand that their age can undermine faith in their ability and interest in leading digital
executive responded to the survey by saying â€oeour service offering is digital collaboration solutions, so
executives gathered for a strategy discussion led by stevenson and the head of human re -sources.
25 executives in the company buy in to the strategy. You have to admit that your compet
%Incentives One obvious way for executives to clear a path for digital transformation is to give employees incentives.
The only wrong move for executives, then, would be not making any move MIT Sloan Management Review
-ful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change
skilled/unskilled workers (20%),pupils/students (19%)and engineers, physicians, architects professors and economists (15%.%The proportions are almost identical in case of users using fixed
Senior management ownership of IT risk leads to proactive decisions being made regarding the replacement or retention of
of Retired Executives (SCORE), consisting of retired business people, offers training as well as free business consultation
independent supervisor for an online trader to meet the trustmark's requirements (including creditworthiness, security mechanisms, price transparency, provision of information, customer
Executives from leading innovative corporations cofounders of renowned high tech enterprises presidents and vice-presidents of modern and first
increased business impact, namely the Executive Industry Board. The role of this Board was to ensure
such design was to assist the low-skilled workers and to prepare better qualified labor force for the
-tunities for predominantly less skilled workers. To speed up the process, the system was operated as households arranged installation from a registered
for the seriously affected low skilled workers and at the same time improving educational infrastructure with long lasting effect.
measures to place the low-skilled workers in build -ing school infrastructure and energy-efficiency ceil -ing installation apparently took effect.
Accenture survey (2) of senior executives in the US and Europe indicated that 93%of executives sur
-veyed regard their company†s long-term success to be dependent on its ability to innovate. Only 18
Two executives came up with the idea for enhan -cing the company†s tax preparation software for tax
uncertainty, the executives of both companies shared a common belief, that if their talented people
-nants and strategies of young companies, based on 70 executive cases from 22 different countries and sur
senior management consultant Rebecca Scheel †the applying companies need to be at the right develop
-trepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who in -vest in the companies they work with to guarantee common goals and passionate development effort. †72 The
the Executive Training Programme to link talented under -graduates from Singapore universities with growth-oriented SMES;
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
and 45 Executive Development Scholarships were awarded ï The Business Advisors Programme was created to attach experienced professionals, managers, ex
ï The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore†s universities, with growth-oriented
Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING€ s Advanced Management Programme
Specific items include e g. management change, lack of skilled workers, too low distribution of risk, lack of experience with export markets
by internationally proven entrepreneurs and executives. These Accelerators help the best and the brightest start
-nants and strategies of young companies, based on 70 executive cases from 22 different countries and sur
senior management consultant Rebecca Scheel †the applying companies need to be at the right develop
-trepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who in -vest in the companies they work with to guarantee common goals and passionate development effort. †72 The
the Executive Training Programme to link talented under -graduates from Singapore universities with growth-oriented SMES;
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
and 45 Executive Development Scholarships were awarded ï The Business Advisors Programme was created to attach experienced professionals, managers, ex
ï The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore†s universities, with growth-oriented
Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING€ s Advanced Management Programme
Specific items include e g. management change, lack of skilled workers, too low distribution of risk, lack of experience with export markets
by internationally proven entrepreneurs and executives. These Accelerators help the best and the brightest start
HSE Health Service Executive ICT Information & Communications Technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency
This Executive Summary summarises each Section of the Guidelines Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environ
The health service in the Southeast is managed by the Health Service Executive, established in 2004 with four
Jan Lamser, Member of Board of directors and Senior Executive Offi cer, CSOB Bank member of KBC Group
Member of Board of directors and Senior Executive Offi cer, CSOB Bank (member of KBC Group Professor RÃ diger Iden
comparative advantage in highly skilled workers (proxied those with a tertiary education. Like much of Romania, however, the West faces a problem both with older workers retrenched due to restructuring
of students enrolled in foreman education (523. In addition, between 2008 and 2011, enrollment in agricultural high schools has remained constant
A large proportion of blue collar or low skilled workers commute to the production plant from surrounding areas and often there are no public transportation options available to them.
•The Executive Committee manages and controls the administration of Enterprise Ireland†s budget, monitors progress against organizational targets,
Lack of skilled workers who can operate mid and high-tech machines limits the growth potential of firms
 Executive  Summary  Pike  Research  Boulder  CO  USA Â
 Executive  Summary  Pike  Research  Boulder  CO  USA  http://www. pikeresearch. com/research/smart- †grids- †in- †europe
complementary assets, middle management, and ambidexterity Organ. Sci. 20 (4), 718†739 Teece, D. J.,1986.
basic university research and highly-skilled workers are most important. This is associated with important local knowledge spillovers in these sectors.
of overseas skilled workers are three of the main channels through which global knowledge flows can revitalise local innovation systems
intensity, basic university research and highly-skilled workers are most important. For example, in the United states, knowledge-driven industries such as semiconductors
The attraction of foreign skilled workers Renowned examples of attractive local economies, such as Silicon valley and Austin in the
-skilled workers to stimulate entrepreneurship. But it is also important in everyday economies For receiving places, the inflow of foreign talent has positive effects on the number of skilled
apart from those employing apprentices) pay this â€oeapprenticeship tax†(Stone and Braidford 2008). ) Germany furnishes a second example †there the VET dual system includes on-the-job
120 000 apprentices in 1995 to over 400 000 by 2003. The numbers in Australian
of skilled workers about where to live and work. These factors can include tolerance towards diversity, active cultural life, large green spaces, presence of recreational
The attraction of foreign skilled workers Conclusions and policy recommendations Key policy recommendations Notes Bibliography Annex 3. A1.
1 Executive Summary 11 1. 1 Introduction and rationale for the report 11 1. 2 Key Facts 13
1 Executive Summary 1. 1 Introduction and rationale for the report This Action Plan arises from the Joint Committee on Jobs Enterprise and Innovation,
A list of key recommendations is given in the Executive Summary and expanded upon in the document.
Other students (Apprentices/Professional development, etc 638 953 1, 591 Total 7, 581 2, 480
Apprentices 312 148 Lifelong learning 1193 1682 Total 4795 5649 Source: ITC Institutional Review 2005 †2010/Personal communication Carlow ITC
Anthony Fitzgerald (Business Development Executive South Tipperary Development Company Phil Shanahan (Social Inclusion Programme Manager
The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials
Euractiv that the EU€ s executive is â€oedefinitely†viewing the Grand Coalition initiative as a success so far.
in a desperate need for skilled workers according to experts. But how big the skills gap will be is impossible to forecast in an
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
-aged by key family member executives, often only a few are involved in the decision -making process.
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
and labourers who discuss and reflect on their farming practices. In the evening, walkers stay in villages and
and labourers. Or, spectators might choose to depict a more local problem like the lack of fresh water,
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers and financers, were elided (Freiberger and Swaine 2000
reach a wide spectrum of executives, including those without an IT background These last two Chapters shift the perspective of Part
the state of the art for other non-IT executives. Part III discusses how companies have carried out ††innovation in practice†â€,
Information systems, Management of Information systems Quarterly Executive MISQE), Information systems Research, European Journal of Information vii Systems, Journal of Information technology, Information systems Journal, and
IT Consumerization, topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today†s organizations as well as users
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise
concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Executives often have to make decisions based on information they do not trust or they do not have
the company†s Business Information systems (BIS), which includes Executive Information system (EIS), a Management Information system (MIS), a Decision
executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
users based on their business role (executives, middle management, sellers, maintainers, retailers, and other mobile workers
Furthermore, we have provided insights to IT managers and executives on the options they have when facing challenges related to the lifecycle of mobile ini
factors and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data
The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales person Deskbound contributor
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
consumer gadgets that executives and employees are already bringing to work such as tablets and smartphones.
executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context, such as telephone
Topalian A (2003) Executive perspective: 1†The development of corporate identity in the digital era.
-quences of the decisions made by top management, top-level executives tradi -tionally relegate important IT related resolutions to the IT professionals in the
IT executives and a diversity of IT committees. Also, processes refer to strategic decision-making and monitoring practices,
organization, with active senior management involvement and support. At this level of maturity implemented, the IT steering committee has started already to
and IT contribution and bring it to executives attention 2. Involve and get support of senior management
3. Encourage and support IT/Business communication and partnership 4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies
Senior management commitment and vision The commitment of senior management through continuous support, regular follow-up, provides adequate resources and sustenance for IT
governance during conflicts, and consequent better chances for success Communication and change management Enabling diffused and cross units conversations and
and especially from the senior executives Thus, companies must be able to better understand the complex playing field of
and involvement of additional groups such as the board of directors, executives and IT management In conclusion, this Chapter has offered some insights into digital governance
areas for digital management intervention by IT executives and the other Cxos1 interested in initiatives for digital business innovation.
5 Executive Summary 7 Section One: How Innovation Capabilities Influence the Competitiveness Divide 8 Section Two:
Silicon valley and Israel, led by a senior executive with enough credibility in the company to champion collaboration cases.
 Second, BT involves senior executives early in the collaboration process, by organizing meetings with selected companies during dedicated
executives understand the perspective of smaller companies and what they expect from a partnership. BT has specific â€oelight†versions of processes for running proof of concept
Firm paradigm, the first question for executives will be whether they can understand the direction and forces
Amber Ott, Senior Account Supervisor YES Dimitris Tsigos, President The project team would also like to thank CEO Collaborative
Jeroen Van der veer, Executive Member of the Governing Board, European Institute of Innovation and Technology Hungary;
1. 3 The Executive Opinion Survey: 85 The Voice of the Business community by Ciara Browne, Attilio Di Battista, Thierry Geiger, and Tania
Manaesha Fowdar, Investment Executive, Competitiveness Khoudijah Maudarbocus-Boodoo, Director Ken Poonoosamy, Managing director Joint Economic Council
Teo Xinyu, Executive, Research & Statistics Unit  2014 World Economic Forum x The Global Competitiveness Report 2014†2015
annual Executive Opinion Survey (the Survey) to capture concepts that require a more qualitative assessment
Respondents to the Executive Opinion Survey 2014 cited the difficulty of finding qualified workers as
executives, although research institutes are assessed more favorably (53rd) and the country†s patenting rate is
Indicators that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk
Findings from the Executive Opinion Survey (the Survey) show that the stringency of regulations has increased
World Economic Forum, Executive Opinion Survey, multiple years Note: Full Survey questions are provided here Stringency of environmental regulations:
Variables that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk
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The Executive Opinion Survey the Survey) is the longest-running and most extensive survey of its kind.
The Executive Opinion Survey 86 The Global Competitiveness Report 2014†2015 Table 1: The 42 languages in which the 2014 Survey was available
Descriptive statistics of the Executive Opinion Survey 2014 Source: International monetary fund, World Economic Outlook database, April 2014 edition
The Executive Opinion Survey this year. The Survey was completed not to minimum requirements in Benin, Brunei Darussalam, or Liberia
Country/economy coverage of the Executive Opinion Survey n Previous coverage n 2014 additions  2014 World Economic Forum
The Executive Opinion Survey 88 The Global Competitiveness Report 2014†2015  2014 World Economic Forum
The Executive Opinion Survey  2014 World Economic Forum 1. 3: The Executive Opinion Survey
90 The Global Competitiveness Report 2014†2015 administered in a variety of formats, including face-to
A brief history of the Executive Opinion Survey and The Global Competitiveness Report The Global Competitiveness Report began as a research
and is today known as the Executive Opinion Survey (the Survey. Over the years, it has undergone
The Executive Opinion Survey undertaken two audits since 2008 as well as yearly reviews of both the Index and the Survey
The Executive Opinion Survey 92 The Global Competitiveness Report 2014†2015 Box 3: Insights from the Executive Opinion Survey 2014
The respondents of the Executive Opinion Survey largely reflect the characteristics and diversity of the economic fabric
of the countries covered. They also demonstrate the efforts undertaken by the Partner Institutes to follow the sampling
of executives from those smaller companies (Figure 1a Indeed, small enterprises, defined here as those with fewer
â€oerepeat†respondents†that is to say, they are executives who have taken previously part in the Survey (Figure 1d.
The Executive Opinion Survey the standardized score†or â€oez-score††method, which indicates by how many standard deviations any one
The Executive Opinion Survey 94 The Global Competitiveness Report 2014†2015 time. As part of this analysis, we run an inter-quartile
The Executive Opinion Survey measure, we will continue to investigate the situation over the coming months in an effort to improve the
14,000 executives into critical drivers of their respective countries†development. This scale could not be
The Executive Opinion Survey 96 The Global Competitiveness Report 2014†2015 NOTES 1 The World Economic Forum†s Global Competitiveness and
Market research for carrying out the Executive Opinion Survey 2014 in the United states, following the detailed sampling
executives as the most problematic for doing business in their economy. The information is drawn from the
2014 edition of the World Economic Forum†s Executive Opinion Survey (the Survey), with the exception of
Economic Forum†s Executive Opinion Survey (the Survey have represented country scores by blue-colored bar
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report
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Average score across the five components of the following Executive Opinion Survey question: In your country, how common is it for firms to make undocumented extra
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In your country, who holds senior management positions? 1=usually relatives or friends without regard to merit;
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1=not willing at all†senior management takes all important decisions; 7 =very willing†authority is delegated mostly to business unit heads and other lower-level managers 2013†14 weighted average
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indicators derived from the Executive Opinion Survey the Survey), the full question and associated answers
World Economic Forum, Executive Opinion Survey Technical Notes and Sources 1. 02 Intellectual property protection
World Economic Forum, Executive Opinion Survey 1. 03 Diversion of public funds In your country, how common is diversion of public funds
World Economic Forum, Executive Opinion Survey 1. 04 Public trust in politicians In your country, how would you rate the ethical standards of
World Economic Forum, Executive Opinion Survey 1. 05 Irregular payments and bribes Average score across the five components of the following
World Economic Forum, Executive Opinion Survey 1. 06 Judicial independence In your country, to what extent is the judiciary independent
World Economic Forum, Executive Opinion Survey 1. 07 Favoritism in decisions of government officials In your country, to what extent do government officials show
World Economic Forum, Executive Opinion Survey 1. 08 Wastefulness of government spending In your country, how efficiently does the government spend
World Economic Forum, Executive Opinion Survey  2014 World Economic Forum Technical Notes and Sources
World Economic Forum, Executive Opinion Survey 1. 10 Efficiency of legal framework in settling disputes
World Economic Forum, Executive Opinion Survey 1. 11 Efficiency of legal framework in challenging regulations
World Economic Forum, Executive Opinion Survey 1. 12 Transparency of government policymaking In your country, how easy is it for businesses to obtain
World Economic Forum, Executive Opinion Survey 1. 13 Business costs of terrorism In your country, to what extent does the threat of terrorism
World Economic Forum, Executive Opinion Survey 1. 14 Business costs of crime and violence In your country, to what extent does the incidence of crime
World Economic Forum, Executive Opinion Survey 1. 15 Organized crime In your country, to what extent does organized crime
World Economic Forum, Executive Opinion Survey 1. 16 Reliability of police services In your country, to what extent can police services be relied
World Economic Forum, Executive Opinion Survey 1. 17 Ethical behavior of firms In your country, how would you rate the corporate ethics of
World Economic Forum, Executive Opinion Survey 1. 18 Strength of auditing and reporting standards In your country, how strong are financial auditing and
World Economic Forum, Executive Opinion Survey 1. 19 Efficacy of corporate boards In your country, how would you characterize corporate
World Economic Forum, Executive Opinion Survey 1. 20 Protection of minority shareholders†interests In your country, to what extent are the interests of minority
World Economic Forum, Executive Opinion Survey 1. 21 Strength of investor protection Strength of Investor Protection Index on a 0†10 (best) scale
World Economic Forum, Executive Opinion Survey 2. 02 Quality of roads In your country, how would you assess the quality of roads
World Economic Forum, Executive Opinion Survey 2. 03 Quality of railroad infrastructure In your country, how would you assess the quality of the
World Economic Forum, Executive Opinion Survey 2. 04 Quality of port infrastructure In your country, how would you assess the quality of seaports
World Economic Forum, Executive Opinion Survey  2014 World Economic Forum Technical Notes and Sources
World Economic Forum, Executive Opinion Survey 2. 06 Available airline seat kilometers Airline seat kilometers (in millions) available on all flights
World Economic Forum, Executive Opinion Survey 2. 08 Mobile telephone subscriptions Number of mobile telephone subscriptions per 100 population
World Economic Forum, Executive Opinion Survey 4. 03 Tuberculosis incidence Estimated number of tuberculosis cases per 100,000
World Economic Forum, Executive Opinion Survey 4. 05 HIV prevalence HIV prevalence as a percentage of adults aged 15†49 years
World Economic Forum, Executive Opinion Survey 4. 07 Infant mortality Infant (children aged 0†12 months) mortality per 1, 000 live
World Economic Forum, Executive Opinion Survey 4. 10 Primary education enrollment rate Net primary education enrollment rate 2012
World Economic Forum, Executive Opinion Survey 5. 04 Quality of math and science education In your country, how would you assess the quality of math
World Economic Forum, Executive Opinion Survey 5. 05 Quality of management schools In your country, how would you assess the quality of business
World Economic Forum, Executive Opinion Survey 5. 06 Internet access in schools In your country, how widespread is Internet access in schools
World Economic Forum, Executive Opinion Survey 5. 07 Local availability of specialized research and training
World Economic Forum, Executive Opinion Survey 5. 08 Extent of staff training In your country, to what extent do companies invest in training
World Economic Forum, Executive Opinion Survey Pillar 6: Goods market efficiency 6. 01 Intensity of local competition
World Economic Forum, Executive Opinion Survey 6. 02 Extent of market dominance In your country, how would you characterize corporate activity
World Economic Forum, Executive Opinion Survey 6. 03 Effectiveness of antimonopoly policy In your country, to what extent does antimonopoly policy
World Economic Forum, Executive Opinion Survey 6. 04 Effect of taxation on incentives to invest
World Economic Forum, Executive Opinion Survey 6. 05 Total tax rate This indicator is a combination of profit tax(%of profits
World Economic Forum, Executive Opinion Survey 6. 09 Prevalence of trade barriers In your country, to what extent do non-tariff barriers
World Economic Forum, Executive Opinion Survey 6. 10 Trade tariffs Trade-weighted average tariff rate 2013
World Economic Forum, Executive Opinion Survey 6. 12 Business impact of rules on FDI In your country, to what extent do rules and regulations
World Economic Forum, Executive Opinion Survey 6. 13 Burden of customs procedures In your country, how efficient are the customs procedures
World Economic Forum, Executive Opinion Survey 6. 14 Imports as a percentage of GDP Imports of goods and services as a percentage of gross
World Economic Forum, Executive Opinion Survey 6. 16 Buyer sophistication In your country, how do buyers make purchasing decisions
World Economic Forum, Executive Opinion Survey Pillar 7: Labor market efficiency 7. 01 Cooperation in labor-employer relations
World Economic Forum, Executive Opinion Survey 7. 02 Flexibility of wage determination In your country, how are wages generally set
World Economic Forum, Executive Opinion Survey 7. 03 Hiring and firing practices In your country, how would you characterize the hiring
World Economic Forum, Executive Opinion Survey 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013
World Economic Forum, Executive Opinion Survey 7. 06 Pay and productivity In your country, to what extent is pay related to worker
World Economic Forum, Executive Opinion Survey 7. 07 Reliance on professional management In your country, who holds senior management positions
1=usually relatives or friends without regard to merit 7=mostly professional managers chosen for merit and
World Economic Forum, Executive Opinion Survey 7. 08 Country capacity to retain talent Does your country retain talented people?
World Economic Forum, Executive Opinion Survey For more details, refer to Chapter 1. 3 of this Report
World Economic Forum, Executive Opinion Survey 7. 10 Female participation in the labor force Ratio of women to men in the labor force 2012
World Economic Forum, Executive Opinion Survey 8. 02 Affordability of financial services In your country, to what extent are financial services affordable
World Economic Forum, Executive Opinion Survey 8. 03 Financing through local equity market In your country, how easy is it for companies to raise money
World Economic Forum, Executive Opinion Survey 8. 04 Ease of access to loans In your country, how easy is it to obtain a bank loan with only
World Economic Forum, Executive Opinion Survey 8. 05 Venture capital availability In your country, how easy is it for entrepreneurs with innovative
World Economic Forum, Executive Opinion Survey 8. 06 Soundness of banks In your country, how would you assess the soundness of
World Economic Forum, Executive Opinion Survey 8. 07 Regulation of securities exchanges In your country, how effective are the regulation and
World Economic Forum, Executive Opinion Survey 8. 08 Legal rights index Degree of legal protection of borrowers†and lenders†rights on
World Economic Forum, Executive Opinion Survey 9. 02 Firm-level technology absorption In your country, to what extent do businesses adopt new
World Economic Forum, Executive Opinion Survey 9. 03 FDI and technology transfer To what extent does foreign direct investment (FDI) bring new
World Economic Forum, Executive Opinion Survey 9. 04 Internet users Percentage of individuals using the Internet 2013
World Economic Forum, Executive Opinion Survey 11.02 Local supplier quality In your country, how would you assess the quality of local
World Economic Forum, Executive Opinion Survey 11.03 State of cluster development In your country, how widespread are developed well and
World Economic Forum, Executive Opinion Survey 11.04 Nature of competitive advantage What is the competitive advantage of your country†s
World Economic Forum, Executive Opinion Survey 11.05 Value chain breadth In your country, do companies have a narrow or broad
World Economic Forum, Executive Opinion Survey 11.06 Control of international distribution To what extent are international distribution and marketing from
World Economic Forum, Executive Opinion Survey 11.07 Production process sophistication In your country, how sophisticated are production processes
World Economic Forum, Executive Opinion Survey 11.08 Extent of marketing In your country, to what extent do companies use sophisticated
World Economic Forum, Executive Opinion Survey 11.09 Willingness to delegate authority In your country, how do you assess the willingness to delegate
World Economic Forum, Executive Opinion Survey Pillar 12: Innovation 12.01 Capacity for innovation In your country, to what extent do companies have the
World Economic Forum, Executive Opinion Survey  2014 World Economic Forum Technical Notes and Sources
World Economic Forum, Executive Opinion Survey 12.03 Company spending on R&d In your country, to what extent do companies spend on
World Economic Forum, Executive Opinion Survey 12.04 University-industry collaboration in R&d In your country, to what extent do business and universities
World Economic Forum, Executive Opinion Survey 12.05 Government procurement of advanced technology products In your country, to what extent do government purchasing
World Economic Forum, Executive Opinion Survey 12.06 Availability of scientists and engineers In your country, to what extent are scientists and engineers
World Economic Forum, Executive Opinion Survey 12.07 PCT patent applications Number of applications filed under the Patent Cooperation
built relationships with C-suite executives of partner companies; and oversaw the operation-management responsibilities of a team of coordinators.
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