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
financial and human resources. Similarly, Rosenbusch et al 2011) have identified several factors that affect the relationship between innovation and SME performance.
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
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
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
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
Management should provide excess human resources while service-centered learning is underway so that employees are free to engage in service exploration.
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
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
The hiring of qualified staff ï¿How to overcome weaknesses in networking and cooperation with external partners
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:
to achieve this are for SMES to hire technically qualified staff and to strengthen their own in-house
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.
Incorporation of new staff PERIA ERIK-ACTION & INNOMOT Creation of R&d units Innovation Assistant
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.
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
both staff from the planning and management of funding programmes and operational staff linked with implementation processes.
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.
according to their factor endowments (land, capital, human resources. Trade theory as elaborated by 19th century economist David Ricardo and expanded in the 20th century by Hekscher and Ohlin also tells us that countries tend to
example, in Estonia, the rapid growth of RDI requires a higher number of skilled human resources than
staff inside the regional governments for an efficient â€oeself-discovery†process Policy instruments for smart specialisation
including public staff and SMES) and; ii) facilitate the mobility of highly skilled •New mechanisms to detect novel ideas:
absorptive capacity of key actors and staff inside the regional governments which is crucial for an efficient
i) stimulating the entrepreneurial spirit of its staff and students; ii) providing advice and services to SMES;
Important Strategic developments regarding Human resources are the creation of the School of Aeronautic Engineers, school of Aircraft Maintenance Technicians and blue
human resources to reach national targets for the year 2023†Priority Setting Method for the Automotive Sector
thematic networks in the fields of human resources, logistics, design and media and energy-efficiency are supported.
significant improvement in the quality of staff inside the Regional Authority and intermediaries such as JIC
•Human resources: i) SOMOPRO is a program offering 3-year incoming grants for distinguished researchers and grants for re-integration of research expats;
Scarcity of skilled human resources is currently and likely to remain a bottleneck for sustaining the
human resources, especially in knowledge intensive sectors. The mere fact of the size cannot be changed, but it is important to turn the small size into an advantage by being focused more and
(or other monetary unit) invested in R&d or per R&d staff member. The propensity to patent indicates the extent to which R&d inputs (in terms of expenditures or
What is the share of international staff in scientific/creative positions? How many co-operations with other international lead institutions does your region have
and human resources training1 Key words: innovation, Romanian SMES, performance entrepreneurship I. RESEARCH ISSUES In order to create a general perspective on small and
%and human resources training (13.46%.%We also highlight the relative low percentage of companies where the absence of innovative approaches was noticed
%5 Human resources training 11.38%16.97%18.49 %6 No innovation activities 27.13%12.12%5. 88 %Analyzing innovative activities within SMES on fields of activity reveals
human resources training are observed in a higher proportion in constructions (22.58%and 32.26%),the interest for new informational
He went on to say managers should take advantage of different methods for staff encouragement to innovate
variables such as quality of human resources, top management†s leadership skills, organizational support, organizational culture and organizational sizeas according to Tornatzky and
In support, Tornatzky and Fleischer (1990) postulated that qualified human resources were helpful to adopt innovations because of their competent learning and innovative capabilities
They said the quality of human resources was an essential factor influencing technical innovation Organizational ties helped SMES to establish their network.
Conversely, the staff with a lower level of education relies more on their own knowledge •In firms, innovative competencies do not depend
exclusively on executive staff. Technicians are also crucial actors of product/process innovations in SMES.
percentage of entrepreneurs and staff trained...23 Table 13: with whom do you discuss innovation?..
which is assimilated subsequently by other staff through communication and training. Both are easier when the knowledge gap within the sector is small
size (measured in turn-over and number of staff, using the definition of the Government of
needed meetings were conducted with more than 1 staff of the organization. Meetings lasted about two hours and were followed up by additional questions by phone when needed
handicrafts), 2 staff of a financial institute and 2 university staff were interviewed. The information was counterchecked with information from active members of associations and
Exporters have the largest size in terms of turn over, staff numbers and total staff (in-house and subcontracted;
see table 3). 82%all exporters are owned locally. The entrepreneur is typically a middle aged and highly educated male, with considerable international
Staff in-house and subcontractors 393 48 93 *All differences are significant at a 0,
r2=0. 092) and an increase in quality of staff (Î=0. 002, Î=0. 329, r2=0. 095.
annual turn over, staff number, staff of subcontractors Table 4: innovation level (likert scale by firm size
#6), asking your staff to cut 5 pages in one time instead of 1 (resp.##8), re-organising the management structure (resp.#
human development management such as bonuses and staff appraisal (resp.##11) or more regular quality control of subcontractors (resp.#
annual turn over, staff number, staff at subcontractors Table 8: perceived newness of products IHS Working Paper 27.2013.
(3) Staff training. 4) Active involvement of staff in innovation processes. The impact of the indicators on innovation and their association is given in annex 3, table 3 and 4. The
indicators were computed into a new variable that measures assimilation capacity. The internal validity of the new indicator is strong, due to the strong association.
They build the capacity of their staff through training and bonuses. As resp.##14 notes
have low staff capabilities. It explains why no firm has been able to manage very large or complex
S=Staff Training dummy D=number of departments dummy; DS=discuss with staff dummy; CD=capacity of
designers dummy; B=capability to balance innovation dummy T he first stands for potential absorptive capacity and the second for realized absorptive
175 Î'2 Staff number 0. 006 Î'3 Secondary school completed dummy 0, 822 Î'4 Other position 0, 972
ownership, age, combine material, staff of subcontractors, annual turn over Willingness to take risks is not a significant indicator,
The impact of staff number is however marginal (Î=0. 006. The level of absorptive capacity differs significantly between
63%of all firms send their entrepreneur and/or staff to training, often provided by the government in association with university staff and associations.
In addition, many entrepreneurs train their own staff, as they are better aware of specific
trends and technologies than training providers. Training takes place on a wide range of topics, indicating that the sector moves forward in a balanced manner (see table 12
46%of all firms report a large increase in quality of staff 49%a moderate increase and 5%no increase.
percentage of entrepreneurs and staff trained Entrepreneur Staff Product design 35 26 Marketing 40 23
Management 25 22 Technologies 14 10 Other (computer training, etc) 12 12 IHS Working Paper 27.2013.
IKEA staff located in Jakarta visited regularly to control quality, but also to support innovation processes.
Universities are debit to the quickly growing absorptive capacity of firms, as many staff graduated from one of the 70 universities.
Firm characteristics Staff number (mean) 13 39 91 Annual Turn over (US$, average last 5 years) $39, 535 $436, 886 $995, 591
travelling, a departmental structure, staff training, internal discussion and capacity of designers. Especially the ability to balance product, process
Name firm Main actity#staff#staff subcontractors Total staff Turn over US$ Price segment Product group
Capacity of staff. -306/.086 Capacity of management. 000/.999 Discuss innovation with staff (dummy.
035/.862 ANOVA test significance of. 000 IHS Working Paper 27.2013. Innovation in SMES. The case of home accessories in Yogyakarta, Indonesia 45
with staff Constraint capacity design Constraint capacity managers Constraint capacity staff Train staff X. 631/.000.335/.004.215/.035.044/.663.191/.059
capacity staff 120/.488.140/.375.220/.183.203/.042 X. 037/.714 Constrain access to finance 124/.466.215/.101.101/.795.207/.038.037/.714 x
WBCSD staff Michael Rulon Ross Stevens (Project Director, seconded from Dupont WBCSD resources Samantha Chadwick
the necessary human resources and/or accessible legal advice make use of the IP system complicated and
2. Human resources in Research & development 13 Figure 10: Total research personnel (headcount and FTES), 2003-2011 13
Human resources in R&d (2011 ï§There were over 19,000 research personnel in the business sector, a 21 per cent
2. Human resources in Research & development This section focuses on personnel in R&d in the business sector between 2003 and 2011.
support staff Figure 10: Total research personnel (headcount and FTES), 2003-2011 Source: CSO databank, Forfã¡
All research and development staff FTES All research and development staff (headcount 6, 013 6, 758 7, 262 7, 733
8, 996 6, 607 7, 698 8, 242 8, 960 10,618 0 2, 000 4, 000
The following staff increases were observed between 2003 and 2011 ï§the number of Phd qualified researchers increased more than threefold from 467 to
Technicians Support staff FORFÃ S BERD 2011/2012 ANALYSIS 15 Figure 13: Research personnel by occupation (FTES), 2003-2011
Technicians Support staff 6, 305 6, 749 6, 022 6, 986 8, 934 5, 729
and staff ICT training. 97 (See Figure 12 Figure 12: Average of 4 indicators of ICT use (1-7, where is 7 highest use;
and high levels of autonomy among staff, and their unique requirements, mean they often remain unconvinced of the
potential streamlining of work processes is hard to realise, and staff ffort into maintaining multiple systems.
and computer systems that introduce new patient risks, staff frustration, and outcomes below expectation •The focus must shift from automation of clinical work to
attitude survey of doctors, nurses and allied health staff in clinical directorates J Health Serv Res Policy 2005;
an attitude survey of doctors, nurses and allied health staff in clinical directorates. J Health Serv Res Policy 2005;
S3 Platform staff and a minority by policy makers themselves To have listed priorities in the Eye@RIS3 database does not mean that the particular strategy or
School Staff Professional Development...18 3. 4 Area 4: Research...21 3. 5 Area 5:
%School staff professional development 5. 98 61.1 Infrastructure 5. 88 60.8 Assessment 5. 71 56.1
ICT-ELI across Europe were School Staff Professional Development, Infrastructure and Assessment Nevertheless, the seven areas are interrelated very much-change in one area requires change in
School staff professional development Teachers are key agents for change and the importance of professional development has been
School Staff Professional Development relates to several other areas (e g Organisation and leadership, Connectedness, Infrastructureâ€.
related to other areas, such as School Staff Professional Development and Connectedness. There is still a need to narrow digital divides and policy should
School Staff Professional Development; Research; Organisation Connectedness; and Infrastructure x Chapter 4 draws general conclusions on the policy recommendations
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure (Figure 2 CCR multidimensional concept 7 areas of policy recommendations
but they were merged into School Staff Professional Development area; Leadership and Values and Organisation have been merged into Organisation
School Staff Professional Development 18 http://europa. eu/legislation summaries/education training youth/general framework/ef0016 en. htm 19 http://ec. europa. eu/digital-agenda/en/08-mainstreaming-e-learning-education-and-training
School Staff Professional Development In a snapshot There was a consensus among the stakeholders involved in the development and validation of the
innovations, school staff professional development is a crucial factor. The data analysis of the online consultation (Table 5) also confirms the importance of the School Staff Professional
Development for mainstreaming ICT-ELI as the statements in this area were evaluated the highest compared to other areas (see more in Section 3. 8). Policy
School Staff Professional Development policy recommendations Policy-and decision-makers could empower teachers to play the role of agents of
training and invest in continuous professional development provisions that empower school staff to take the ownership of innovation
aggregate learning opportunities on a large scale (e g. learning resources for School Staff Professional Development) and exchange knowledge
%School staff professional development 5. 98 61.1 Infrastructure 5. 88 60.8 Assessment 5. 71 56.1
As seen from the table, School Staff Professional Development, Infrastructure and Assessment were perceived in general as the most relevant areas.
recommendations for School Staff Professional Development very high. Also recommendations for Infrastructure are perceived as very important (60.8%).
which belong to the cluster School Staff Professional Development (13,14, 15,16, 17), three from the cluster Organisation and Leadership (29,30, 31
For instance, only digitally-competent teachers (see School Staff Professional Development) are able to use ICT infrastructure efficiently for innovating teaching and
Staff Professional Development; Research; Organisation; Connectedness and Infrastructure 4. Policy actions are needed (at local, regional, national,
7. The following recommendations refer to School Staff Professional Development. Please evaluate how relevant is each of the recommendations for further developing and mainstreaming
If you have additional policy recommendations concerning School Staff Professional Development, please write them down
Staff Professional Development) and exchange knowledge and'success stories'of innovation for learning 10a. If you have additional policy recommendations concerning connectedness,
School staff professional development †policy recommendations-frequency distribution %1 2 3 4 5 6 7 C
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure. The number and variety of the recommendations provided depict the complexity of ICT-ELI and the systemic
increase in immunization rates, improved data collection, increased staff productivity, increased visitor satisfaction with services, improved communication, quality of care, access to data, reduced medical
errors, and more efficient use of staff time. Some of the disadvantages noted were: time-consuming data
usage) and human resources development are critical components within systems, and must be addressed A nalysis of survey results
which includes allocating human resources and materials and supplies for the operation of local facilities. Monitoring and evaluation activities are integral to that
Both the survey and literature reveal the pressing need for investment in human resources and ICT
Human resources for implementation and training are the greatest cost of patient information systems. Free open-source software enables the development of sustainable local human
leverage the investment in trained human resources for maximum benefit A major and well recognized obstacle to the adoption of patient information systems, particularly
regional offices had to assign staff to assist in coordinating the survey process with countries in their
without any staff, you may call yourself an enterprise. The second, and arguably most important step towards determining
1. Staff head count 2. Annual turnover 3. Annual balance sheet If you are an enterprise with no more than 250 employees, an annual turnover
strengths are in human resources and economic effects while our weaknesses relate to finance and support, and firm
Samco to employ a strong R&d team within the company and increase staff accordingly. It also demonstrated how R&d work can increase sales, job
Tyndall has over 460 researchers, scientists, engineers and support staff including 135 graduates from many disciplines including Chemistry, Bio
standards and norms, human resources research, training, quality, volatility and with priority, confidentiality, access to data and legislation related to big data
retention of staff with the necessary skills as one of their main challenges, and identified intensive
training and capacity development of their staff as a prerequisite to being able to exploit new big
perspectives as well as high-level ones, from staff to board member. See About the Research, p. 3.)It shows
of functions, from CEO to staff The survey asked the respondents†views on a number of topics related to
mere 22%of staff agree. Of these, product develop -ment staff are the most positive †just over 40%say
Managers Staff Very fast Fast About right Slow Very slow From your perspective how would you rate the
a vision to articulate to the staff, create a road map and commit to it,
2. 3. Training staff involved in learning and management of ICT-assisted activity VI-Enhancing digital
%of staff costs related to IT services (from an overall budget for each entity Target: 5%by 2020
Europol and staff training in fighting against cybercrime. The implementation, monitoring and interconnection between the European and national platforms will be achieved
ï Updating technical skills for the staff serving applications in different governmental organizations becomes a less efficient process due to heterogeneous and/or old technology, not complying
ï Necessary optimized of human resources ï flexible infrastructure adjusted to changes in the context of a faster launch of egovernment
future human resources If the investment plan will focus on a balance between rural and urban areas, in the long term the quality of
•Low hospital staff productivity and lack of transparency and accountability •Lack of accurate data on
hospital staff, at the same time focusing on retention and motivation of workforce Strategic Benefits ï remove duplication of data
administrative staff ï remove redundant data of the system ï improve the process of healthcare delivery
Staff costs (mil. lei) 6671,1 7065,1 Gross added value (mil. lei) 14320,3 15418,2 Gross operation excess (mil. lei) 5235,6 8353,1
The existence of specialised human resources The significant development of the ITC sector compared to the region
Digital Agenda Scoreboard 2013-Commission Staff Working Document, Brussels June 2013 Page 149 of 170
%of staff costs related to IT services from an overall budget for each entity direct direct direct indirect indirect indirect indirect indirect indirect indirect indirect
of the Singaporean Civil service, PS21 has created systemic interventions such the Staff Suggestion Scheme that creates an opportunity for any public officer to directly submit
Using scenarios for staff development with mobile technologies. In Proceedings of mlearn: Making the connections. 6th International
Where does staff development fit in the educational technology landscape? In Hello! Where are you in the landscape of
Preparatory staff development issues. In ICT: Providing choices for learners and learning, Proceedings ascilite Singapore 2007
which employs some 860 staff. The C&ag certifies the accounts of all government departments and many other public sector bodies
using the number of staff employed to operate the service and the Authority does not
differences in the number of staff used to deliver and operate the two systems The business case for the CIP system
contract price and the cost of internal staff supporting the ICT system 20 Part Four NHS Prescription Services:
4. 20 There are around 11 full-time equivalent staff who operate the legacy system with a small number of standby staff available to cover for absences and emergencies
The staff we met are typically long-serving and experienced, and reliance is placed upon this experience to sustain service levels rather than more formal training
4. 21 A good level of support is provided to the staff users with a change-controlled
operating manual that contains business rules for processing drugs, and a comprehensive and frequently updated drug catalogue for drug codes and prices
Staff performance is monitored and captured by both systems This enables managers to effectively track the performance of their staff and manage
issues appropriately 4. 22 A large IT support team is necessary due to the diversity and complexity of the
although at the time of our study, staff were still waiting for a date for the move.
ï Interviews with financial and operational staff ï Analysis of investment and spend data ï Analysis of service performance and service reporting data
and contract management staff, technical stakeholders and representatives from suppliers ï Document review of ICT and contracting strategies, reviews of the ICT estate, technical
ï Semi structured interviews with corporate service leaders, senior technical staff, system users drawn from staff and representatives from the suppliers
ï Data and document review that encompassed key contracts, technical and design documentation management information, minutes from service
Internal workforce The staff responsible for the ongoing operation of the legacy system have the necessary skills
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