marketing, procurement, ICT and e-solutions, and human resources managers Study structure The study is structured into six main sections.
technologies, human resources (notably e-skills) and new business models"."4 The i2010 policy, a follow-up to eeurope, also stresses the critical role of ICT for
and human resources management. Companies in all sectors use ICT, but they do so in different ways.
promotion of intelligent transport systems and new technologies for a more environ -31 DIRECTIVE 2005/44/EC of the European parliament and of the Council of 7 september 2005
Promotion and best practices Statistical data Simplification of transport chains Simplification of administrative compliance Single transport
41 Commission Staff Working Document, Annex to the COM (2006) 336 final 42 European commission (2006.
Human resources Vehicles Services Cash management Accounting systems Reporting systems Ticketing systems (sales The system has been customised to the company needs for reporting, accounting
Continuously training of its staff to keep abreast of new information technologies and logistics management Offering innovative solutions based on know-how, pro-activity and dynamism
as well as to equip train staff with mobile devices connected to the systems to sell and print tickets in the train.
higher the average speed of the trains, the fewer wagons, locomotives and staff are needed.
The sales persons at Fret SNCF manage the promotion of e-services. If they do
gathering new customers through word of mouth promotion done by their current clients Customers are impressed particularly by the quality
and do marketing and promotion for their companies. Trafikanten today is the dominating information service provider due to the fact that users can compare different
health promotion. Changes in lifestyle, empowerment of patients and relatives and better collaboration among the actors at different levels of the care chain are key
The T-Seniority pilot project developed a solution based on DIGITAL TV specifically tailored for elderly people. Using a TV SET
the T-Seniority solution has been implemented and currently used in sites in Spain UK and France, reaching more than 1750 users as well as
T-Seniority This project enables the elderly to obtain local and general interest information, to can
T-Seniority helps to strengthen social relationships and to fight the isolation often experienced by the elderly and bridges physical, psychological and generational gaps
personalisation of services to better respond to users†needs and the promotion of more open, proactive and transparent administrations
i e. patients, medical staff and visitors. Hospilot works in two main areas: lighting and HVAC (Heating, Ventilation and
staff levels remain high; there remains frequent duplication of effort; and opportunities for economies of scale have been missed.
and staff are proud to provide†The expectation that citizens have of healthcare services continues to rise, and steps
dependants) in partnership with medical staff At the same time, the adoption of mobile and digital services in other areas of life will
resources, and a more satisfying work environment for the staff. Such a system should ICT€ s Role in Healthcare Transformation
of scarce resources (staff, beds, theatres, equipment), and tracking solutions can ensure that resources can be located when needed.
staff and equipment) and leveraged additional benefit from existing ICT investments. A small number of these are described now
on the ward, the medical staff will be able to see some basic details of the patient
they are â€oeaccepted†by the ward staff, and a further message is sent to the wireless phone,
The staff on the ward can see that the patient has been accepted using the electronic whiteboard
Fewer unnecessary interruptions for medical staff to take phone calls Improved patient safety, as the system tracks the patient from first call to the first
Service facilities, including 10,000 private health staff, 220 pharmacies, 80 hospitals, 5 government administration regions, all public health ministries'resort areas and 150,000
with providing its geographically dispersed medical staff with ways to collaborate, share ideas and quickly call upon the advice of experts in different fields.
promotion/screening etc GP/PCT/PHECC Acute Hospitals/Specialist Hospitals Population Level â Targeted health
eyes of both staff and the public. This improved perception should improve morale within the health service,
1 See the Staff Report for the 2012 Article IV Consultations for Italy (IMF Country Report 12/167
COMTRADE, IMF staff calculations ï Scale-Intensive industries; where innovations are derived mainly from the exploitation of economies of scale.
COMTRADE, Fund staff calculations Deviation from EU average, percentage points -10 -5 0 5 10 Science-Based
Bank of Italy, ECB, IMF staff calculations 9 -15 -10 -5 0 5 Costs Prices Supply-Chain Based Real Effective Exchange rates
IMF Staff have developed alternative measures that address the implications of global supply chains on the assessment of price competitiveness.
Past Fund Staff research has emphasized the important role of non-price factors in supporting Italy†s export performance
Recent Fund staff research confirms Italy†s continued success in maintaining the high quality of its export mix.
ISTAT, IMF staff calculations 11 rapidly seeking out new destinations, building a global reputation, outsourcing low value
DOTS, IMF staff calculations 12 à¢á à¢à¢à¢‘à¢à oe à¢à¢à¢à à¢à¢à¢à à¢à¢‘à¢à ࢿ
Article IV Staff Reports for Italy; available at http://www. imf. org/external/pubs/ft/scr/2013/cr13298. pdf and
IMF Staff calculations using BACI database, developed by Gaulier & Zingano 2010 19 Appendix Shift-Share Analysis and Competitiveness (from ECB, 2012
Work is carried out by staff researchers and visiting scholars in Helsinki and through networks of
innovations, employment generation, export promotion, etc. Of these, the ability of SMES to innovate assumes significance
Staff Working Paper 441. WASHINGTON DC: World bank Cosh, A, . and A. Hughes (eds)( 1996). †The Changing State of British Enterprise
clinical staff actions and workflows, by facilitating tasks such as medication reconciliation, and by bringing evidence-based, patient-centred decision
initiatives to increase provider awareness, including through the promotion of adverse event reporting Chronic disease is the biggest obstacle to the sustainability of many public
effect on staff productivity. The evidence in the health sector is, however generally mixed depending on the context and the technology used
despite more than a decade of promotion and significant public investment There are large variations particularly in the adoption and use of
improving clinical staff actions/workflows and bringing evidence-based patient-centred decision support to the point of care
staff productivity. The evidence in the health sector is, however, generally mixed. ICTS can reduce some of the work involved in collecting patient
satisfaction, while also allowing staff to provide new services that could help diversify the pharmacy's revenue base
promotions, etc •Set in place a system of quality control to monitor and maintain quality levels
recruitment became a preeminent concern for the HIE enterprise, if it was to be viable.
been noted by GPS, allied professionals, staff in hospitals and the Western Australia Country Health Services.
promotion activity, as well as education and capacity building •Outreach models are characterised by the periodic supply of a range of
dedication of its staff, the not for profit nature of the partnership and the extensive expertise in software development
positive working relationships and partnerships between NHA staff and physicians. This is evident at the local level through physician and
training, recruitment support etc. is equally important. Moreover, agencies should evaluate companies†entire business prospects rather than
4. Foster mutual learning by facilitating staff exchanges (optional) between public innovation funding agencies from different countries
participate in staff exchange programmes. This activity was carried however never out during the IPF 5. Contribute to the development of new and
tools need active promotion and support at participants†sites, at least as long they are not
training, recruitment support etc. is often more important •Evaluate companies, their management IMPROVING INNOVATION SUPPORT TO SMES
staff and knowledge and quality is based often on the quality of individual advisers. However personal meetings are valued highly by their
but still need staff to update links and cooperate with other funding agencies. The codification of human knowledge
now has 175 staff in seven offices around the world Mining companies have turned also to the innovative solutions of
a founder and his or her staff, particularly their management competency and technological proficiency, affects the growth of the firm.
and to help businesses train staff with the skills they need The $484. 2 million Entrepreneurs†Infrastructure Programme,
quality staff to innovative start-up companies by providing them with a financial share of the potential upside of success of the company.
Productivity Commission Staff Working Paper. Canberra: Commonwealth of Australia Geoscience Australia. 2014). ) Australia†s Identified Mineral resources 2013.
adaptation of working life, as well as by working to bring about a culture that encourages creativity and entrepreneurship in society
between education and working life has been strengthened, but there are still major gaps both in scope and intensity.
between education and working life, as well as invest in lifelong learning through on the job training today†s pupils and students are the ones who will be creating the job opportunities and
review how the education sector and working life are working together, and consider various strategies to strengthen this field
and consider new measures for promoting staff-driven innovation in collaboration with the norwegian Confederation of trade unions
the promotion of innovation in the social care sector aim at strengthening clinical testing units for trial of new medicines
Human resources management policies to support innovation 11. Innovation Networks 12. Other tools for business innovation support
experienced R&d experts but staff in SMES (managers, employees and trainees) who have to develop innovative products
Human resources management policies to support innovation...207 10.1. Human resources competence requirements for innovations...207 10.1.0.
Introduction...208 10.2. Identifying training needs for Innovation in SMES...215 10.3. Creating a company culture for continuous innovation...
4. Human resources management techniques 5. Interface management techniques 6. Creativity development techniques 7. Process improvement techniques
-tise through academic staff and graduates with the aim to facilitate innovation South East Development Agency:
-nesses and strengths on both human resources and infrastructure. The Technology Audit is a tech -nique, which identifies the management†s view of how the company performs as well as strong indica
External and Internal environment of the company and identifies the human resources relation to company†s performance
and stimulate the staff Whoever is interested in the organisation, in terms of contracting, funding, VC investment, or acquisi
help desk and staff development areas. Finally, the district wanted a forward-looking plan that pro -vided solid goals and added focus and direction to future technology implementation.
staff development departments. The new budget realities were met with the least amount of employee disruption and service level degradation as possible.
ï Loss of key staff ï Sustainable financial backing ï Economy-home, abroad ï Seasonality, weather effects
ï The staff lack of motivation ï The building was really small ï The facility was old
The manager of the health centre encouraged all the members of staff to freely express their
ï Willingness of staff to change ï Good location of the health centre ï Perception of quality services
ï Staff lack of motivation ï Building was really small ï Paper work and bureaucracy
ï training of the staff in interactive techniques of quality improvement ï coordination with other providers to cover all user needs
ï payment of incentives to staff based on performance ï review of procedures for decreasing costs and waiting times and increasing perceived quality
ï 20%increase of staff performance ï remodelling of the facility 2. 2. 6. Resources
the staff of the firm will work together, in a brainstorming session the communication will increase,
ï finally, we discuss their feasibility (with staff and clients Good luck! If you would like to get to know more about this method
which all staff should use The 2 consulting companies then developed a comprehensive set of Work Instructions to communi
To help build staff knowledge, work instructions were accompanied by Training Mod -ules and Assessments, used by the trainers to train staff
For example, at Kraft Foods, a small dedicated staff skilled in networking with the business divisions is driving innovation.
and have staff constraints, in terms of staff numbers, skills, qualifications, etc Often companies are not in a position where new strategies can just be developed, implemented and
a project plan, specifying the objectives, potential partners and the members of staff involved in the project.
-mented within your organisation and you have to ensure that the members of staff involved
The initial transitional phase was rather laborious as the staff had to be trained and adapted to the
customers'service and support staff, and procurement managers 6. 1. 3. How NPD is applied One of the most widespread and well-accepted conceptual descriptions of the NPD process is that of
and communicated to all staff. It was a relatively easy process to express this strategy as a series of
but there can be situations e g. employment contracts etc which affect this It is important also to recognise that copyright is not a monopoly.
the field of accounting, logistics, process tracking, communication, human resources and CRM. Enter -prise S. also offers web solutions including application provider, web hosting, web and application
Business plan should also introduce the main staff that will be involved in the project The information on the personnel should include the roles of each involved member of staff and the
experience and key skills that each will bring into the project Further, it is important to introduce the management team
a recruitment and training plan should be provided Market and competition First of all, the market should be defined,
This plan should lay out the various stages of the project, the involvement of the staff throughout the
Product, Price, Place and Promotion, by examining each carefully and adapting them to your customer's needs,
and this can become indistinguishable from personal product/process promotion. Attention focuses on the following aspects of contacting companies
promotion (rather than to cut the price The major marketing management decisions can be classified in the following categories
ï Promotion This includes advertising, personal selling (eg attending exhibitions), sales promo -tions (e g. special offers),
) Public relations is included within Promotion by many marketing people though PR people tend to see it as a separate discipline
ï Combine online marketing with conventional promotion such as direct mail, advertising and in -clude your web site address on all business correspondence
Human resources competence requirements for innovations page 207 of 271 10. Human resources management policies to support
innovation 10.1. Human resources competence requirements for innovations 10.1.1. What: what constitutes the requirements for the qualification of the employees
209 10.1.2. Why: The role of human resources in the company†s ability for innovation...209
10.1.3. How: Systematic training management training concept...209 10.1.3.1. Checklist: Typical questions related to further training concepts...
Often they are lacking basic building blocks of Human resources Management In this connection, the various sub-components of component 10 â€oemeasures in the framework of Hu
users to gain the basic principles needed for a professional Human resources Management in their individual SMES
Links to further topics such as human resources management, human resources development etc can be found in the link collection at the end of this component
The role of human resources in the company†s ability for innovation The qualification of the employees are, on the one hand, a prerequisite for innovation,
preparing their human resources in a suitable way A foresighted and systematic human resources development and qualification plan can set the
prerequisite for an enterprise to actively carry out its process of changes, and thus remain at the
Within the concrete learning situation the participant is confronted actually with the teaching staff as well as with the contents and activities.
use in practice to make a professional job of their training and the human resources development Example:
A flexible human resources development grants the employees labour market ability, and opens up new business fields for the enter
Systematic and continuous human resources development safeguards the innovation ability and the compatibility of the enterprise.
have, what an enterprise striving for a joint staff development unit has to do, and what the ex
Innovation in a business is very much dependent on the appropriate skills of its staff. It is therefore
of both staff and organisational performance improvement. Key in an TNA is to gain comprehensive
More often than not, staff performance is being challenged within an ever-changing market environ -ment, keeping up-to-date with the latest technology advancements, customer demands, new product
preventing conflict with staff through communication and documenting the project. You will need to answer questions such as:
and explained to staff. You will need to think about staff briefings for example and how to keep staff informed during the process as a
TNA may take several weeks to complete and analyse You will need also to think how the TNA project will be documented,
for example justifying the solu -tions chosen to address skill gaps. Confidentiality may also be an issue to be aware of
training, recruitment, processing "Innosupport: Supporting Innovation in SMES "-10.2. Identifying training needs for Innovation in SMES
Management, Marketing, Sales, Financial, Administrative Services, Human resources Production, Quality assurance, Logistics, etc. In smaller businesses several of these functional areas
by talking to the key staff responsible for these key areas Identify also the main opportunities foreseen for your business.
Promotion and coordination sys -tems Protection and Patent offices The innovating enterprise "Innosupport: Supporting Innovation in SMES
Designing the frame conditions for innovation (promotion instruments, lobbying, environ -ment processing, know-how transfer, etc.
2. Getting the company†s staff trained. The author of this component has taught and learnt foreign
company is to enable their staff to feel at ease: If, during a dinner a staff member can only speak
It is therefore necessary for staff to be proficient in general language as well as the specific purpose language relating to their jobâ€
what level of intercultural competency relevant staff are At a basic level staff may be perceptive and open to other cultures
At a more proficient level staff can draw on experiences and apply these to new situations, understand some of the conceptual issues of intercultural communication and
*1. Establish with your staff an intercultural action plan and review on a regular basis 2. Assess the intercultural competencies of you and your staff
3. Assess your product, processes and services in relation to the cultural aspect of the mar -kets
Human resources management policies to support ï¿innovation 10.1. Human resources competence requirements for innovations 10.1.0. Introduction
10.1.1. What: what constitutes the requirements for the qualification of the employees 10.1.2. Why: The role of human resources in the company†s ability for innovation
10.1.3. How: Systematic training management training concept 10.1.3.1. Checklist: Typical questions related to further training concepts 10.1.4.
managers and promotions via diverse online intermediaries, e g. newsletters of industry associations Despite multiple promotions and reminding activities only 131 respondents filled out the
questionnaire, out of which the answers of only 70 could be analyzed. The rest was rejected because of containing incomplete and/or contradictory data.
Lack of Qualified Human resources as Barrier to Innovation BARRIERS TO INNOVATION IN SMES CAN THE INTERNATIONALIZATION OF R&d MITIGATE THEIR EFFECTS
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms
b) Finding qualified, suitable human resources c) Finding suitable cooperation partners with knowledge resources d)( International) Marketing of innovative products
of qualified human resources in science and technology, cheaper labour costs and access to new, fast growing consumer markets with substantial purchasing power and/or
3 DBR (2005), citing India†s Department of Industrial Policy and Promotion, puts the no. of India†s graduating
financial and human resources. Similarly, Rosenbusch et al 2011) have identified several factors that affect the relationship between innovation and SME performance.
materials and promotion to the demand and to better reach the target group. In particular, the development should follow the recommendations of the
individuals frequently do not have the knowledge or human resources to effectively use and manage IPR.
See for example â€oemaking public support for innovation in the EU more effectiveâ€, Commission staff working document SEC (2009) 1197
So far staff in innovation agencies has hardly skills to assist their clients to establish
ï develop and test a qualification profile, curriculum and training courses for staff currently providing brokerage services in established networks or SME agencies
support agencies interested in enhancing the skills of their staff ï The efficiency of innovation support service provision-for example
-Awareness raising regarding the recruitment opportunities for SME instrument coaching towards appropriately qualified individuals -Creation of information materials, setup of dissemination events, creation of on-line
The eligible costs of the action are restricted to the staff costs of the qualified staff members
rates of senior staff in the network projects in the country II. Service provision in 2015/16
are restricted to the staff costs of the qualified staff members and indirect costs at the standard
stable environment with highly qualified staff The IMPÂ rove European Innovation Management Academy has the potential to assist the
First, by providing a capacity building environment for the innovation advisors (staff of Enterprise Europe Network) that work in regions with a weakly developed consulting base
their staff working with SME;(ii) for the work with SME and (iii) during the design of new
others relate to mobilising human resources, in particular women, to realise their full economic potential. 1 A second
â Integrate the local development dimension into the promotion of entre -preneurship. The roles of sub-national authorities in the promotion of
entrepreneurship are of paramount importance and should be defined and co -ordinated with central governments, as appropriate for each country
development and promotion. Co-operation and partnerships between national and international networks can facilitate entrepreneurial endeavours by women
property rights and human resources. They must also participate in networks, particularly those that nurture the tacit knowledge and other non-tradable competences that are
forestry and fishing, government administration and defence, education, private households employing staff and religious organisations.
human resources Lack of information and communications technology skills and e-business skills are widespread impediments to effective use of e-business processes once adoption
specialised staff, SMES must often rely on the qualifications and training of their general workforce. Governments have a
promotion, led by the appropriate ministry, but which involves participation by all key stakeholders. The overall
also seek to integrate export support and promotion into a well developed and effective business support system
Journal of Human resources, Vol. 33 (1), pp. 127-169 Verspagen, B. 1995), â€oer&d and Productivity:
Innovative technology can be â€oepushed†by technical staff or â€oepulled†by customers. In the former case, products may differ significantly from the firm†s or its competitors†existing
There is the risk that technical staff will push too far ahead of customers and lead to a product failure.
firm†s technical staff to fix shortcomings of existing products and to design new products to meet
and utilize its human resources more effectively It is now pertinent to list the different classes of services that can be added around a product sale
•Staff and train service sales force •Develop incentives measures, rewards for selling services •Build a serviced
or they can be less tangible in the form of recognition, promotions or empowerment. Regardless
Management should provide excess human resources while service-centered learning is underway so that employees are free to engage in service exploration.
promotions and publicity. It is important to use the relationships that are created originally in this phase to help develop more strong and long-lasting relationships in the future
promotion, status, raises, etc. may be lost if they teach others. They believe they must â€oelook better†than their peers
recruitment of university graduates and skilled personnel; awareness of new ideas and technologies; and incentives and institutional frameworks for improving collaborations within networks and clusters, including
the promotion of innovation. These policies must take into account the challenges and opportunities that new technologies and globalisation raise for small firms.
where the links between challenges, staff, and potential rewards are tight. †All-nighters†through which
%have staffs<10; 23%have staffs>250 SECTOR Predominantly from the following sectors: ICT services, high tech8, R&d
services. 50%are technical service companies (ICT, R&d Both from manufacturing and services, but less from the high
of networking mechanisms in the promotion and enhancement of SME performance. They do not directly incorporate the impact of an enterprise†s innovation activities.
almost 6 000 staff involved in regional policy to acquire new skills and capabilities, and it has led directly to the improvement of more than 400 policies.
Incorporation of new staff ï¿Activities addressing creativity thinking and product conception ï¿The acquisition of specific technological competences
o The promotion of lead markets in a bid to restore European union (EU) competitiveness o The creation of new market opportunities related to the search for technological and
The hiring of qualified staff ï¿How to overcome weaknesses in networking and cooperation with external partners
Innovation and Promotion of RTD Enforcing SMES role in the transition from traditional industry regions to knowledge
Innovation Hubs Promotion of innovation in edge cities Innomot http://innomot. net /Improving Regional Policies
Promotion of innovation for SMES DISTRICT +http://districtplus. it /Disseminating Innovative Strategies for Capitalisation of
o Business Accelerator, for the promotion of private VC o Business Angel Network to connect private investors to entrepreneurs
Staff recruitment Another approach is supporting SMES to recruit new staff, thereby bringing new skills into the company in non
-technological areas such as design or marketing. This approach has been addressed by •MINI-EUROPE40 o Summer Design Office
Examples of GPS in staff recruitment •The Summer Design Office (Sweden) in the MINI-EUROPE project:
the promotion of Corporate Social Responsibility in a local or regional territory in order to improve local SMES€
to achieve this are for SMES to hire technically qualified staff and to strengthen their own in-house
institutions to industry as well as on GPS addressing the recruitment of research staff There were also four INTERREG IVC sub-projects addressing technology parks (one from SMART
Technology transfer promotion Three projects identified GPS related to the promotion of technology transfer and support to spin
-off and start-up companies •ERIK ACTION45 o Campus: Technological Transferability and Business Support o TT Andalusia:
economic development and business promotion for the Andalusian Regional Government) to promote technology transfer from the knowledge system to industry by consolidating
Human resources solutions The other popular GPS concerned human resources and how to introduce technological competences within SMES
•ERIK ACTION45 o Innovation assistant, to support newly graduated employment •INNOMOT48 o Bioenergy for the region, to build cooperation between Phd students and companies
assistant, it aims at promoting the employment of recently graduated staff in SMES with no or little
staff in R&d. A similar GP was found in the Cross Innovation51 project Technological Promoters for Innovation
and support for new staff identification 48 GPS described in the INNOMOT Good Practices Report:
from a lack of highly qualified staff, caused due to the long distances from educational organisations, fear of contacting R&d institutions and the perceived less attractive location of
Innovation Assistant stimulates SMES to employ recently graduated staff in order to overcome these barriers. Innovation Assistants are employed for a definite project and funded
Lectures were given by the expert staff of the Department of Wood and Furniture Design and Technology.
Promotion of cooperation between design students and SMES §3. 2. 2 Very high ICT ERIK-ACTION PRAI/VINCI Support for the setting up of Virtual Enterprises based on ICT
Incorporation of new staff PERIA ERIK-ACTION & INNOMOT Creation of R&d units Innovation Assistant
Promotion of innovation within a traditional sector (§3. 2. 5 Very High Medium *In terms of replication potential towards other regions
through the incorporation of new staff in SMES, such as in Innovation Assistant, from DISTRICT +•Support activities addressing Creativity Thinking and Product conception, such as in the
tools, dedicated staff and training. Today, most national tax incentive schemes encourage strictly R&d investments and activities and rarely cover aspects of non-technological innovation.
INNOHUBS Innovation Hubs Promotion of innovation in edge cities Innomot Improving Regional Policies promoting and
SME development in Europe Promotion of innovation for SMES PERIA Partnership on European Innovation Agencies
SMART+Mini-Programme for SME Innovation and Promotion of RTD Enforcing SME role in transition from traditional
No. of staff members with increased capacity awareness /knowledge /skills) resulting from the exchange of
new staff PRAI Vinci (virtual organisations Parenthood Trainings 68 the PRAI/VINCI is given particularly relevant its focus on Virtual Enterprises which stands-out from the
sectors and are relatively easy to implement in other regions, such as Campus, for the promotion of
both staff from the planning and management of funding programmes and operational staff linked with implementation processes.
support and promotion of local entrepreneurship and innovative SMES among the partner Edge Cities This goal would be achieved through the creation of an †innohub†in each city, drawing and building
different regions across Europe with different innovation contexts, for the promotion of knowledge transfer from more experienced regions (in terms of innovation systems) to learning
region (New Staff /Phd students INGENIUM II public VC Technical Commercial Service (coaching Managers School
Office (new staff Financial Eng Public-Private VC FLIIN Public-Private VC Innovoucher Vouchers Pole programme
start-ups, and micro and small companies with a staff of fewer than 50, in developing their innovation
New staff Cluster Mgmt Services Cluster mgmt Innovation vouchers Young Innovative Enterprise contract (loans New products by
design (new staff Incubation coaching 82 good potential for transfer, due to their simplicity of implementation and universal applicability.
SME innovation and promotion of RTD: SMART +PARTNERSHIP Lead partner Aragonese Federation of Municipalities Regions and Provinces
by local entrepreneurs and their application in promotion of clusters •Development of programmes that will enable universities,
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011