The Information technology Strategy...12 The Niche Strategy...13 The Network and Flexible Production Strategies...15
The Added Value of R&d for Lead Technology Users...25 Making Innovation Possible for Technology Followers...
Clustering is particularly important to gain access to new ideas and tacit knowledge especially in young industries
must be targeted to meet the needs of a variety of user groups, have different objectives, and use multiple
•For â€oehigh-tech†SMES (the technology developers or lead technology users), which make up less than 15%of
minimal cost with which information can be transmitted across geographic space via the Internet, fax machines and electronic communication superhighways, The Economist recently proclaimed â€oethe Death
of Distance†on its front page. 2 While the telecommunications revolution has brought the cost of transmitting information across geographic space to virtually zero,
the Gellman (1976,1982) data base identified SMES as contributing 2. 45 times more innovations per employee than do large firms.
more to innovative activity in electronic computing equipment and process control instruments, but large corporations contribute more in pharmaceuticals and aircraft.
â'Leading technology users (of varying R&d capacity7), which are 10-15%of SMES â'Technology followers, totalling between 80-85%of the population
7 The distinction between leading technology users with and without sufficient R&d capacity might need some
1) high tech, potentially high growth firms and research oriented consultancies which include engineering services, technology
The leading technology users include two main subgroups: those with sufficient R&d capacity to perform R&d projects themselves
LEADING TECHNOLOGY USERS 2 sub groups: with and without R&d capacity Technology Followers SIZE Often small companies (40
Biotechnology, electronics and telecommunication, industrial software applications, new materials WK1 10 their turnover Source: Clarysse and Duchã ne, 2000.
all SMES †the technology developer and leading technology user groups †are active innovators.
for SMES must be targeted to different user groups, have different objectives, and use several approaches
â'The information technology strategy, which makes innovative uses of information technology in order to reduce SME costs and increase productivity
â'The niche strategy, in which SMES choose to become sophisticated global players in a
The most innovative industries, such as computers, instruments and pharmaceuticals also tend to be the most R&d intensive (Audretsch, 1995.
newly emerging industries like biotechnology and computer software (Audretsch, 1995. One answer is that knowledge inputs come from third-party firms
The Information technology Strategy 37. A second strategy SMES can use to improve their competitiveness in global markets involves the
which include the Internet and the microprocessor, help mitigate economies of scale and the gains traditionally associated with large-scale production.
New web-based information technologies are enabling SMES to attain global marketing capabilities at very low costs.
SMES are also using electronic commerce and internet-based access to products like financial and accounting management software systems that enhance organisational and
management capabilities, while at the same time reduce the high costs associated with managing SMES Such products enable SMES to create virtual warehouses,
But to properly take advantage of such internet-based financial and accounting systems, SMES typically need to modify
competitiveness in global markets is to use the digital technology to develop core competencies and
front, they make parallel-processing computers for Japan and satellite receivers for Germany.""12 41. To some extent this is strategy employed by Germany's small-and mid-size companies
focusing upon the core product. But because of their specialisation and small size, Mittelstand companies are often at a disadvantage in terms of economies of scale.
individuals move easily from semiconductor to disk drive firms or from computer to network makers. They move from established firms to start-ups (or vice versa) and even to market research
â'Clustering. Groups of enterprises working in the same product are seedbeds for the exchange of new ideas.
In a clustering strategy, firms take advantage of linkages with other enterprises afforded by geographic proximity,
a world of E-mail, fax machines, and cyberspace, where the cost of communications has plummeted. But
geographic space has been reduced drastically with the telecommunications revolution, the marginal cost of transmitting knowledge, and especially tacit knowledge, actually rises with distance
Data constraints can be overcome to study the extent of knowledge spillovers and their link to the geography of innovative activity using proxies like patenting activity, patent citations
NC, CAD-CAM, and related technologies. According to several surveys of the Italian clusters, they facilitated the diffusion of new technologies through
Leading Technology Users 10-15%of the SME population(>5 employees Technology Developers 1-3%of the SME population(>5
Both technology developers and technology users who have a sufficient R&d capacity are able to
31%are leading technology users with WK1 21 sufficient R&d capacity16. If we exclude the CRAFT projects from the analysis, 17 43%of the SMES that
Leading technology users who do not have sufficient internal R&d capacity and technology followers, on the other hand, experience huge difficulties in applying for R&d grants.
Leading technology users without a sufficient internal R&d capacity are often too small in scale to apply for grants.
technology developers and those lead technology users with an internal R&d capacity. Most national R&d
developers,(2) lead technology users, and (3) technology followers with a potential for innovative activity
as seed financing for high tech and potentially high growth SMES. According to Mustar (1997), about 70
projects were either â€oetechnology developers†or â€oeleading technology users. †18 Clarysse, Removille, and Muldur (1999) further explored the profile of these enterprises
and 26%were leading technology users with an R&d capacity (often from traditional industries such as textiles, construction, and agriculture
Technology Developers Leading Technology Users New Technology Based Firms Service organisations Firm age 11 15 40
We can conclude from Table 3 that the leading technology users who participate in Commission†s Fourth Framework Programme are significantly older and larger than are the technology
users are significantly less R&d intensive. It is interesting that the consulting organisations are quite R&d
users. However, technology developers are also the companies least dependent on the R&d grants to finance their technological developments.
which is significantly lower than the 16.8%reported by the leading technology users. New technology
eighties and early nineties, a period during which high tech, high growth companies were very scarce
-ups are in information technologies--software, Internet, and telecommunication software. Because these firms are focused more on providing a service and face much shorter development times, these companies
do not follow a clear technological innovation trajectory and are thus not easy to evaluate by public
The Added Value of R&d for Lead Technology Users 81. As is shown in Table 3,
leading technology users are important participants in public R&d programmes. A recent econometric (Meeusen, 2000), shows that R&d grants given by the Flemish IWT to
comparability of the data in this table is guaranteed not fully 21 Year founded 22 Not included:
investments of leading technology users (i e. they do not substitute the existing R&d budgets 82.
Although technology users are a large subgroup in the SME population, their profile is much less
A typical leading technology user could be an SME active in the textiles industry for
Leading technology users, according to an EC audit, are most likely to participate in programmes designed specifically for SMES.
users 55 %CRA FT (cooperative project technology follow ers 6 %technology developers 17 %leading technology
users 77 %Source: Clarysse and Duchã ne based on SME Co-ordination unit, DG XII (1998
technology users first because the programmes fund smaller projects. The financial sums involved are often too small to satisfy the needs of technology developers who have substantial R&d budgets.
design, SME-customised innovation programmes tend to reach leading technology users 85. Since public R&d grants to leading technology users actually encourages these firms to
subsequently increase their R&d expenditures, this subpopulation of SMES is a politically attractive target group.
Lead technology users tend to see public R&d grants as a way to professionalise their R&d efforts
In order to target leading technology users, programme procedures should be simple since they do not have the organisational slack to devote resources to search for funding
Information technology Grant advice Direct access Access via business review %Source: Ernst & young Evaluation Report (1996), as cited in Clarysse and Duchã ne, 2000
core competencies scan (which lasts 3 hours and is used to define SME core competencies the network scan (which lasts 3 hours
and identifies the network needs); and the innovation scan (to measure the innovative capability of the SME.
through web sites, production of newsletters, even regional television 94. In sum, the potential innovators in the group of technology followers are a large and important
The second group, the leading technology users, has benefited the most from the recent SME -friendly programmes introduced by many OECD countries.
complex web of public initiatives, governments try to develop â€oesingle point of sales†entries for SMES
and Han Zhang, 1999, â€oesmall Business in the Digital economy: Digital Company of the Future, †paper presented at the conference, Understanding the Digital economy
Data, Tools, and Research, Washington, D c.,25-26,may 1999 Berman, Eli, John Bound and Stephen Machin, 1997, †Implications of Skill-Biased Technological Change
International Evidence, †working paper 6166, National Bureau of Economic Research (NBER Cambridge, MA Bessant, J.,1999, â€oethe Rise and Fall of Supernet:
OECD, 1999, Cluster analysis and Cluster-based Policy in OECD countries, Paris: OECD Porter, M. 1990), The Comparative Advantage of Nations, New york:
Prevenzer, Martha, 1997, †The Dynamics of Industrial Clustering in Biotechnology, †Small Business Economics, 9 (3), 255-271
HTSF High tech Small Firm IBAM Innovation Balance Matrix ICTS Information and Communication Technologies IT Information technology
KEV Knowledge Embedded Value KEVAM Knowledge Embedded Value Margin SI Survival Index SIC Survival Index Curve
n Number of points of data making the SIC on Data point number pn Number of periods of SIV analysis
World Sustainable Development Outlook 2009: The Impact of the Global Financial crisis on the Environment, Energy and Sustainable
of firm performance, such as bankruptcy or failure, using a few core input parameters Altman 1968, Altman et al. 1977, Cadden 1991, Jain and Nag 1997.
economy is influenced by the Information technology (IT) revolution. When assessing the current system, the numerical, clear-cut, artificial borders used in the past should be
potential users of SME performance evaluation models: managers of SMES who want to monitor the performance of their firms,
momentum through the launching of the Internet, the rapid decrease in computer prices, and the increased availability of the personal computer.
I noticed clearly the impact of these new IT tools on the managerial and operational aspects of the activities of my trading entity
firm†s capacity many folds by using the fax, the modem, and, later on, the Internet.
This in turn inspired my keen interest in the issue of smaller firm performance and the impact of IT
computers, computer networks, Intranet structures, Internet technologies, and similar tools. By outward-focused technology intake, I
refer to â€oeexpenditures on developing new products, new methods of production, new markets new raw material,
In engineering, the emphasis is on descriptive mathematics and predictive models not on speculative and probabilistic ones.
produced data, have different requirements and limitations than in other disciplines. For 25 example, the subject in natural sciences can be manipulated and altered, freely,
textual/statistical analysis method to existing basic information from a Swedish database Affã¤rsdata), but a case study approach was necessary to confirm the ability of the model to
diversity of approach to core issues. †In order to develop the intended model, I needed to build on knowledge
existing data without pre-structuring. Although I relied on existing accounting data for the financial parameters, there were no predetermined requirements on how the data would be
displayed. Finally, although the major outcome was an empirical model, verbal descriptions and explanations (i e. narrative-textual analyses) were used in a number of papers that
addressed the issue of performance in relation to the external environment of the firm, rather than quantification and statistical analysis.
and noisy data sets (Jain and Nag 1997). Furthermore decisions based on financial failure prediction, which is driven statistically, may actually
available financial data for larger firms (Chen and Shimerda 1981. Compared to that provided by larger firms,
Other models were created to meet the needs of traditional users of performance evaluation models, such as banks and financial institutions (Altman 1968,1983, Wood and Piesse 1988
Organizations can benefit from utilizing information technologies (IT) in their daily operations (Fink and Kazakroff 1997.
As thus users of failure prediction models need to closely examine both the relevance of the assumptions
This section screens the existing literature on SME performance and tried to categorize the literature in a systematic way.
listed different types of incentives that drive the firm to use open source management. A variety of novel concepts have been introduced into the innovation literature as relates to the
organization†s core resource for competitiveness (Rastogi 2000. On the other hand, if an increase in labor-productivity is related only to an increase in working hours and not to a net
works on analyzed data collected by Roethlisberger and Dickson (1939. Social psychologists such as Likert (1961) and Katz et al.
other social groups, have a core overriding objective†that is, to survive (Gouldner 1954 1959). ) According to this school, the internal conflicts appear
organization†s adaptability to its environment is the core concept in this theory (ibid The combination of rationality and openness in organizational systems is made
The core concept in this approach is to look at the organization as a production system trying to maximize its output (Scott, 2003
Selecting the core parameters of the intended model: The literature-driven phase SELECTION OF NONFINANCIAL VARIABLES
Selecting core parameters of the intended model: The theory-driven approach Existing performance models treat firms as closed systems in isolation from their
approached the usage of the two core parameters was to relate them to the external
The clustering I chose for the parameters in the intended model is based on the understanding that the parameters in each subset are interconnected closely.
context of justification, where data are analyzed and interpreted (Brannen 2005. Traditionally quantitative methods are concentrated more on input issues.
was to compile data into review articles and conceptual papers There are some areas of debate in respect to qualitative research.
data and to satisfy both forms of logic. In quantitative research, observation is not generally
considered a very important method of data collection for two reasons. The first is that it is
study methods with textual analyses and analyses of accounting data Qualitative methods such as case studies allow for multiple data-collection
methods under the same study, unlike quantitative research studies (Chetty 1996. They are able to produce usable theories.
One of the best methods of collecting data is in -depth interviews (Welch and Comer 1988.
Data can be analyzed using different techniques (Chetty 1996. The writer recommended using a single case study method in SME
the data was taken directly from the accounting reports of the firm and the analysis was performed while I was
intake data can be taken directly from the financial records or deducted from this information. The
The IBM analysis was performed on Arab countries where the level of differentiation between the intensity of
the data was delivered from the firm management for the period of the analysis; and I have good
In paper 3, the validity of the data used in the analysis of the firm stems from two
and the data was taken directly from the accounting reports of the firm for the period of the
In paper 7, the data used in the analysis of the firm is valid for three reasons:
the data was delivered from the firm†s management for the period of the analysis; and the owner of the firm is a close friend of mine
and have defined its limits within a specific context determined by the data input. In the case
should utilize the existing data and complete it with more new data reflecting the additional
years of analysis incorporated. It is important to highlight that reliability should be understood in relation to the research method used†in this case, qualitative.
The technology intake data can be taken directly from the financial records or deducted from the accountancy information,
technology intake data can be taken directly from the firm†s financial records. In this particular case, the management of Autoadapt AB was very generous
necessary input data. This secured the reliability of the analysis in paper 7 There are problems related to granting reliability of measurement in the papers of
researchers as well as professional users to become more efficient and to better understand 67 and appreciate how
which included Z-Scores, ZETA Scores, and Neural networks NN). ) The strengths and weaknesses of each model were exposed
The paper displays a topological analysis of SME performance models. There are basically two groups of SME performance models:
while Z-Scores, ZETA Scores, and Neural networks are examples of models that relate to internal factors
such as the ZETA and Neural networks models, require a high level of information intensity. That implies the need for detailed data,
which is something that SMES generally lack The desired model requires a reasonably moderate data input to counter the
issue of SMES€ accounting and reporting techniques, which provide less intensive information input than those of large firms.
Examples for such models are the ZETA model, the Neural networks model, and the SIV model.
basic accountancy data, without advanced statistical methods of variable elimination Due to the flexible nature of the SIV model, one could run the analysis at
Outlook 2009, The Impact of the Global Financial crisis on the Environment, Energy and Sustainable Development, World Association for Sustainable Development (WASD), Part
which are accumulated data -points, were positive. This indicates that, on average, the change of the survival index was
The other group includes Z-Scores, ZETA Scores, Neural networks, and the SIV model These are more suitable to the investigation of firm performance in relation to the internal
such as the ZETA and Neural networks models, require a high information intensity level. Such a requirement can be a problem
sophisticated statistical methods to eliminate input data. Rather, it uses limited accountancy information in an efficient way.
basic accountancy data and does need not advanced statistical methods. The fishery firm had no innovation or development activities,
desired model should have a reasonably moderate data input to counter the issue of SMES
In that sense, graphical statistics play an important role in the interpretation of the data output
Development and Public Policy in the Emerging Digital economy, University of Trollhã¤ttan/Uddevalla, Uddevalla, Sweden, 6†8 june, 7†19
Open source biopharmaceutical innovation†a mode of entry for firms in emerging markets. Journal of Business Chemistry 6 (1), 11†30
Regression for longitudinal even data. Beverly Hills, California: Sage Publications Altman, E. I. 1968. Financial ratios, discriminant analysis and the prediction of corporate
using linear discriminant analysis and neural networks (the Italian experience. Journal of Banking and Finance 18 (3), 505†529
Neural networks versus logistic regression in predicting bank failure. In R. P. Srivastava (ed.)Auditing Symposium. Vol:
Data mining with neural networks: Solving business problems from application development to decision support. Mcgraw-hill, Inc. Hightstown, New
Neural networks and the mathematics of chaos†an investigation of these methodologies as accurate predictors of corporate bankruptcy.
International Conference on Artificial intelligence Applications on Wall street Proceedings). ) IEEE, 52†57 Cainelli, G.,Evangelista, R. and Savona, M. 2004.
http://www. sba. gov/advo/research/wkpapers. html Last retrieved 8 february, 2011 Coase, R. H. 1937.
Actor-network theory and organizing. Liber AB, Malmo Sweden Czarniawska, B. and Hernes, T. 2005. Constructing macro actors according to ANT.
Actor-Network theory and Organizing, Liber Daft, R. L. 1982. Bureaucratic versus nonbureaucratic structure and the process of
Generalization with neural networks. Decision Support systems 11 (5), 527†545 Edvinsson, L. and Malone, M. S. 1997.
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bankruptcies using a neural network approach. Journal of Financial Management and Analysis 13 (19), 44†49
Accounting data and the prediction of business failure, the setting of priors and age of data.
Journal of Accounting Research 22 (1), 361†368 Houghton, K. A. and Sengupta, R. 1984.
Performance evaluation of neural network decision models Journal of Management Information systems 14 (2), 201†216 Jaques, E. 1951.
The changing culture of a factory. London, UK: Tavistock Jorgenson, D. W. and Griliches, Z. 1967.
How open source software works: â€oefree†user-to -user assistance. Research Policy 32 (6), 923†943
Laven, F. 2008. Organizing innovation: How policies are translated into practice. Phd Thesis. Gothenburg, Sweden: BAS Publishing, School of business, Economics and
Law, Gothenburg University Lawrence, P. R. and Lorsch, J. W. 1967. Organization and environment: Managing
data effects on the classification accuracy of probit, ID3 and neural networks Contemporary Accounting Research 9 (1), 306†328
and a realistically proportioned data set. Journal of Forecasting 19 (3), 219†230 Mcpherson, M. A. 1995.
OUTLOOK, Doi: 10.1038/nrd2131, Advanced Online Publication published 18th august, pp. 1†7 Neale, W c. 1984.
returns in the Internet economy. Journal of Economics & Management Strategy 14 (1 141†164
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Trading equity index futures with a neural network: A machine learning-enhanced trading strategy. The Journal of Portfolio Management
19 (1), 27†33 Trist, E. I. 1981. The evolution of sociotechnical systems as a conceptual framework and as
Information technology management Making connections for strategic advantages. 2nd Edition. John Willey & Sons Inc Hoboken, New jersey, USA
with establishment data for Lower saxony, 1978†1989. Small Business Economics 4 (2 125†131 Wamsley, G. L. and Zald, M. N. 1973.
fax: 1-514-843-2160 phone: 1-514-843-2015 email: dgtrembl@teluq. uquebec. ca
Biographical note Diane-Gabrielle Tremblay is the Canada Research Chair the Socio-Organizational Challenges of the Knowledge Economy.
She is professor and director of research at the TÃ lã-universitã of the Universitã du Quã bec.
Also Co-chair of the Bell canada Research Chair on Technology and work organization, professeur associã with Ecole nationale
See websites for details www. teluq. uquebec. ca/chaireecosavoir www. teluq. uquebec. ca/chairebell www. teluq. uquebec. ca/interventionseconomiques
He may use retrospective data, but these bring little certainty since nobody is using them the way he suggests.
first small or medium-sized firms were the initial sites of innovation, whereas the concentration of capital over the years has given rise to the domination of large firms and
multimedia, biotechnology, optronics, etc. innovation tends to proceed by trial and error Entrepreneurs take risks and new technologies appear, leading to the creation of new
Thus, the social entrepreneur sets out to tame social networks of influence. In this respect, what is extremely important for us is not so much the particular type of strategy
from user-producer interaction to the national system of innovation. In Dosi, G. Freeman, C.,Nelson, R.,Silverberg, G
the case of the Multimedia City in Montrã al. In A Holbrook and D. Wolfe
The Montreal Multimedia cluster District, Cluster or Localized system of production? In D. Wolfe and M. Lucas (eds
data presented. †1 Foreword: Capitalising on achievements Over the last seven years, with the goal of improving regional policies, more than 2 000 public institutions
We have analysed carefully the seven core projects which have identified 93 Good Practices (GP) and worked on their transferability.
and programmes aimed at improving and expanding service provision to end users INTERREG IVC projects contributed to improving policy learning
•Project fact-sheets drafted with data based on interviews and desk research (one per project
However, the resulting product is diffused often also to other users. Hence, innovations resulting from PPI can be useful for the performing agencies,
behalf of other end users. It acts to catalyse the development of innovations for broader public use and not for directly supporting the mission of the agency
OECD Science, Technology and Industry Outlook 2012, Highlights 8 Innovation Union Scoreboard 2011, Research and Innovation Union Scoreboard, EU 2012
http://www. europarl. europa. eu/document/activities/cont/201204/20120426att44002/20120426att44002en. pdf 13 Two types of European funding programmes were available for the innovation capacities of SMES, those
analytical studies and EU-wide data and statistics. The overall objective of the programme is to foster a
http://www. europarl. europa. eu/document/activities/cont/201204/20120426att44002/20120426att44002en. pdf 17 http://ec. europa. eu/research/innovation-union/index en. cfm
It offers a website (including calls for tenders), a forum and a resource centre. The initiative is supported by the European commission.
•Upgrade the innovation capacity of existing enterprises in the partner regions, by using structural funds to capitalise on the results
-project. eu/start. html Promoting Innovation and the Knowledge Economy Exchange, sharing and transfer of E
ndex. html Enhancing the regional competences in strategic management of innovation policies Smart Specialisation strategies and effective
Collaborative and user -driven innovation Creative Industries Projects that focused on innovation systems addressed GPS relevant to the innovation capacity of
transfer of E-government and Wireless Broadband good practicesâ€. It identified GPS specifically addressing the inclusion of online services and management In public Administrations, with the aim of
For the †Wireless Broadband†part of the project, it dealt with GPS to be implemented by local governments and
http://www. ecb. int/stats/money/surveys/sme/html/index. en. html 22 Making public support for innovation in the EU more eï €ective:
Community level, http://ec. europa. eu/enterprise/policies/innovation/files/swd effectiveness en. pdf SMART +INNOHUBS INNOMOT
http://www. knowledgecities. eu/uploads/files/Deliverables/BPP-Innovation-vouchers. pdf Innovation vouchers are all very similar and
GP described on the DISTRICT+website: http://districtplus. it /30 GPS described in the ERIK ACTION Good Practices Report:
http://www. eriknetwork. net/erikaction/index. html Examples of innovation voucher GPS demonstrating their similarities and differences
GPS described on the DISTRICT+website: http://districtplus. it /35 GP described in the INNOMOT Good Practices Report:
http://epp. eurostat. ec. europa. eu/cache/ITY OFFPUB/KS-SF-07-116/EN/KS-SF-07-116-EN. PDF
-06-11)% 20innovation%20report. pdf One of the most relevant Good Practices concerning access to Venture capital is
GPS described on the DISTRICT+website: http://districtplus. it /42 GPS described in the ERIK ACTION Good Practices Report:
http://www. eriknetwork. net/erikaction/index. html 43 GPS described in the PERIA Good Practice Report:
It creates a business to business environment in a regional context It is a flexible but simple concept.
The students are selected annually via a database of at least 350 students from all over the world (mostly Swedes.
cost of the office, material, phones, cars, documentation, including salaries for Project manager Supervisor, and eight students for seven weeks
share skills or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.
It is a manifestation of Collaborative Networks and of Virtual Organisation (VO: a productive organisational entity that uses telecommunication tools to enable,
maintain and sustain members†relationships in distributed work environments The VE/VO was tested particularly in the field of technological innovation and technology
Information is provided to companies through a website containing business opportunities, reports on the business environment and selected sectors such
Eligible costs include stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
marketing plan, to establish a web presence and to enhance their digital skills 37 3. 2. 4 Lack of internal research and technological capabilities
developing an international marketing plan, in establishing a web presence and in enhancing their digital skills.
forms across Europe to assist SMES with the transition towards a digital economy, many small and micro-companies do not have the resources to access
practices through a website 38 Technology transfer promotion Three projects identified GPS related to the promotion of technology transfer
http://www. eriknetwork. net/erikaction/index. html 46gps described in the project†s final publication and on the DISTRICT+website:
http://districtplus. it /47 GPS described below or in the MINI-EUROPE Good Practices Catalogue:
website and e-commerce development and product design The Creation of R&d departments GP from PERIA helps SMES to recruit new
GP described on the project†s website: http://www. cross-innovation. eu /GPS addressing access to finances via grants for
Sub-project described in the project†s final publication and on the DISTRICT+website: http://districtplus. it
Digital Marketing SMART+IART Territories Assisting micro-firms from the tourism sector in developing web
-sites for international sales (§3. 2. 3 High Public Procurement INNOMOT IVEX Support for participation in international procurement processes
Clustering physical infrastructure requirements to facilitate growth and internationalisation (§3. 2. 5 Medium Cluster policies SMART+SMESGONET Clustering management activities supporting the
internationalisation and R&d cooperation (§3. 2. 5 Medium Cluster internationalisation DISTRICT+Cluster and Foreign
The INTERREG IVC website has a GP database, which is useful for an initial benchmark, but
database and personnel to provide professional advice to EU countries and regions, similar to the S3
the two regions need to go on site. During the capitalisation 56 http://s3platform. jrc. ec. europa. eu/home
GP described on the Cross Innovation website: http://www. cross-innovation. eu /62 http://urbact. eu
between the programmes become transparent to the users, and GPS are promoted independently of their programme of origin (i e.:
a user searching for GPS would not have to look into the INTERREG database and the URBACT database, he would search one global database
ï¿ESPON65: The European Observation Network for Territorial Development and Cohesion aims to support policymakers by providing territorial evidence as well as support.
and represent the demand for data to support policy development. Therefore, these projects are not about GPS,
but about data and case studies Specific knowledge available from ESPON can help managing authorities including regional
INTERREG IVC project partners could include these data when defining their work programme, identifying GPS and analysing their conditions of transferability
These three networking programme have a wealth of data relevant to regional policy improvement especially for URBACT II and ESPON;
data would be beneficial to the future INTERREG EUROPE project partners. As mentioned in section
3. 3, a capitalisation tool including an up-to-date database and personnel to provide professional advice
could include data from these networks. Another way to improve synergies would be for the programme
different innovation voucher schemes in the database 3. 4. 3 Synergies with other European Funds and Programmes
develop a web-presence in order to capture international clients •Help SMES to improve their Corporate Social Responsibility image
finance, such as peer-to-peer lending services or crowdsourcing (fund-raising for specific projects from individuals, normally using web platforms to reach scale.
The key to crowdfunding lies in the fact that many participants (those that provide a financial contribution) are often emotionally or ideologically
A †missing link†is the use of social media and virtual networking for SMES. While the topic has been
This trend towards †virtual†support through web-based platforms seems promising for support programmes,
Website: www. districtplus. eu BUDGET Total budget: â 4 600 000 ERDF contribution: â 3 550 000
GPS described on the DISTRICT+website: http://districtplus. it /KNOW-ECO sub-project workshops Pioneers
Expert Panel public grants Lw Sil Trust fund public VC R&d card vouchers SCCISME public-private VC
further new paths for the provision of new services, including those based on massive volumes of data
•The †Sharp-Cloud†tool is a first good example of the use of IT tools and web/cloud platforms
Website: www. eriknetwork. net/erikaction BUDGET Total budget: â 1 893 783 ERDF contribution: â 1 460 839
towards concrete transfer of identified good practices (already available in the ERIK database) into mainstream Structural Funds programmes in regions wishing to improve policies
The ERIK Action project was the 3rd consecutive project from the same core partnership, following ERIK and ERIK+(complemented by ERIK Network under Innovating Regions in
http://www. eriknetwork. net/erikaction/index. html SIDEUM (Cluster creation Wood sector innovation network Fabrica Ethica
A Virtual Enterprise (VE) is a temporary alliance of enterprises that come together to share skills or core
cooperation is supported by computer networks. It is a manifestation of Collaborative Networks and of Virtual Organisation (a productive organisational entity that uses telecommunication tools to enable
maintain and sustain member relationships in distributed work environments The VE/VO was experimented particularly in the field of technological innovation and technology transfer
Website: www. innohubs. eu BUDGET Total budget: â 1 469 086 ERDF contribution: â 1 129 356
research/business intelligence services are available. Company growth is associated always with product or process innovation. Its approach to sustainability is important:
Website: www. innomot. net BUDGET Total budget: â 2 274 728 ERDF contribution: â 1 727 256
Information is provided to companies through a website containing business opportunities, reports on the business environment and selected sectors such as
also put focus on the design of new policies (through †think tanksâ€, †crowdsourcing methods†or
Website: www. interreg-minieurope. com BUDGET Total budget: â 1 991 640 ERDF contribution: â 1 554 920
The students are selected annually via a database of at least 350 students from all over the world (mostly
design project costs 75 000 euros for the cost of the office, material, phones, cars, documentation
Website: www. peria. eu BUDGET Total budget: â 1 669 643 ERDF contribution: â 1 274 947
stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
Website: www. smartplusinnovations. eu BUDGET Total budget: â 4 004 000 ERDF contribution: â 3 233 000
SMES Go Global networks (SMESGONET: SMEGONET targeted SMES and HE & Research staff in the life sciences and related sectors, with the aim of increasing the capabilities of cluster-type initiatives
within local and international networks, through a web-based training programme and a service website
to establish a web presence and to enhance their digital skills. The target was defined well
the transition towards a digital economy, many small and micro companies do not have the resources
Expert panel report. 2009. Link •Innovation to strengthen growth and address global and social challenges.
•OECD Science, Technology and Industry Outlook 2012. Link •PERIA Good Practice Report. Link
Websites •URBACT Programme •ESPON Programme •INTERACT Programme •S3 Platform •INTERREG Programme
Download all reports at www. interreg4c. eu/capitalisation INTERREG IVC Thematic Capitalisation 2 Innovation capacity of SMES report
Overtext Web Module V3.0 Alpha
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