6-Implications and Research Outlook...23 7-Summary...25 LIST OF ANNEXES References BARRIERS TO INNOVATION IN SMES
are discussed in Chapter 5. Chapter 6 entails general implications and research outlook The final chapter (7) contains a brief summary
According to a Mckinsey study, a software developer costs 60 USD an hour in USA. A software developer with similar skill costs only one-tenth of this amount in
India (MGI, 2003. The starting salary of a software developer working for the German software firm SAP in India was reported at 8, 000 euros per annum in 2004, while the
salary for a similarly qualified person at the headquarters in Germany was reported 5 -times higher at 40,000 euros (MÃ ller, 2004.
The DIHK survey in Germany found out that 41%of all offshore R&d activities of German firms were motivated by the incentives of the
several incidences of intercultural nuisances in Indo-German software development work Fabian and Schmidli (2005) report similar problems in Sino-Swiss projects
6-Implications and Research Outlook As the discussion above has demonstrated, global innovation activities, especially, the
o To protect their individual core competences o To share the intellectual property generated by such a joint venture, in a
Asia Pacific Tech Monitor,(22:3), pp. 30-33 DBR (2005: India Rising: A Medium-term Perspective, Deutsche bank Research
OECD Science, Technology and Industry Outlook 2006, Organisation for Economic Co-operation and Development, Paris
Asia Pacific Tech Monitor, Vol. 24, No. 1, New delhi pp. 32-37 Tiwari, R.,Buse, S,
%scientific activities (12%),computer and electronics (16 %and the rest were distributed in the others miscellaneous
'Innovation in SMES'aims at creating a bridge between the core of the framework programme-support to research, development and innovation projects-and the
Horizon 2020 †Innovation in SMES€ is a bridge between the core of the framework
Where appropriate, a Panel Review will be organised remotely Applicants can provide during the electronic proposal submission up to
The core of the IMP rove platform is a benchmarking database for †innovation management performance†with more than 3500 quality checked
monitors 0. 92 of which 0. 10 from 02.040203 and 0. 82 from 08.020203 1. 14
to cost-benefit tests of their likely effect before implementation and monitor their subsequent impact.
and report intangible assets (ICT skills, organisation, software and networks, intellectual property rights) so that new and small firm assets can be
areas such as nanotechnology, biotechnology, software and new materials) but also play an increasingly important role as innovation agents
3. Internet and other computer-mediated networks Source: OECD, ICT database and Eurostat, Community Survey on ICT usage in enterprises 2002, May 2003
The rapid growth of software and business method patenting also increases small business costs and the likelihood of infringement.
the design of the survey itself, the panel used by Parisi, Schiantarelli and Sembenelli is
Although the Mediocredito-Capitalia survey is not a panel itself, it contains repeated observation for a number of firms enough to allow a dynamic framework.
we end up with an unbalanced panel of 9, 674 observations on 7, 375 firms, of which only 361 are present in all three waves
office accounting & computer machinery; radio, TV & telecommunication instruments; medical, precision & optical instruments electrical machinery and apparatus, n e c.;
out of 361 firms in our balanced panel, 34%invest in R&d in every period under examination.
of the observations are balanced in the panel. Therefore, the use of fixed firm effect models was not feasible due to the resulting small sample size and limited information
When investment is included not in the regression, process innovation displays a sizeable and positive impact on productivity for all the categories of firms under exam
Evidence from a Panel of British Manufacturing Firmsâ€, Institute for Fiscal Studies, working paper N. W93/19
Evidence from a Panel of Manufacturing Firms in France Germany, and Italyâ€, International Journal of Industrial Organization, Vol
office accounting & computer machinery; radio, TV & telecommunication instruments medical, precision & optical instruments; electrical machinery and apparatus, n e c
textile, lumber, wood and paper mills, printing and publishing, and construction firms rely heavily on equipment suppliers for process innovation (Pavitt, 1984
In contrast, computers and electronics have high product obsolescence rates; which means higher and more continuous investment in incremental
on their core competencies (Quinn et al. 1990). ) In contrast, their SME suppliers are not scale
, electronics and software. SMES that focus on the middle or end of the life cycle may be specialized equipment suppliers
and engineering tools (CAD), prototypes, customization, etc Further, SMES often have an inadequate knowledge of their competitors and their products
Core competencies rely on leverage across NPD projects within a single firm for competitive advantage, but conditions
and eventually the entire car interior including door panels and dashboards. These companies now have much more leverage over their customers, the
their core competencies and turn to outsourcing to provide many of the functions that were once performed in-house
and protect the core product businesses of an SME Services can differentiate a company from competitors
For example, one of Hewlett-Packard†s installed bases is printers. Although Hewlett-Packard†s servicing is in terms of a product (i e.,
, the printer), and then sells a service to keep the product running (i e.,, the ink cartridge, albeit a product.
Adapted from Oliva and Kallenberg, 2003 and Monitor Group, 2004 Table 3. 1 Service Opportunities for Manufacturers
This requires GF€ s computer systems to seamlessly integrate with car plants exchanging data in real-time.
The latest equipment has a number of embedded sensors that monitor the performance and relay the data over the Internet back to a central office
noticeable exceptions, such as IBM and GE of course. But even these large companies have struggled with making the transition.
For example, software service providers may offer homogeneous products that are produced not or consumed simultaneously and manufacturers increasingly offer products that are accompanied by services, such as repair
The fall in the price of computers and data storage devices, coupled with the rise of the Internet, have made the use of digital information as a competitive weapon no longer just the
compatible data and computer systems can be prohibitive. On the other hand, the SME must be aware of becoming too dependent on one supplier
solved at a franchisee†s location are fed into the software package which has been devised by Chemstation
software and framework in place to interpret the results and distribute the data The database also builds barriers against competition.
Once the target segment and its core needs are identified, the next task is to generate ideas to address these needs.
transform voice to signals, human input/output interface (screen keypad, etc), and send signals to towers.
input device by searching for all possible human input devices used in other (non-cell phone products and see which ones can be used for a cell phone (e g.,
with a 24/7 help desk and self-diagnostic software where applicable Up to this point, the firm†s business model need not shift dramatically,
computer systems to codify and interpret them for particular future instances †replacing the cheese taster above with a computer program.
Apart from very limited domains, this approach has been largely unfruitful •Tacit-to-tacit is still the most powerful method of knowledge transfer using such
Monitor Group (2004. Industrial services strategies: The quest for faster growth and higher margins Provides an in depth discussion of industrial services
"The core competence of the corporation.""Harvard Business Review 68 (3): 79-91 Describes core competencies
"Growth beyond the core.""Financial times (31 march 2006): 10 68 Explains how manufacturers can stabilize cash flows
Biotechnology, electronics and telecommunication, industrial software applications, new materials WK1 10 their turnover Source: Clarysse and Duchã ne, 2000.
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
and accounting management software systems that enhance organisational and management capabilities, while at the same time reduce the high costs associated with managing SMES
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
NC, CAD-CAM, and related technologies. According to several surveys of the Italian clusters, they facilitated the diffusion of new technologies through
-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
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.
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.
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
computers, computer networks, Intranet structures, Internet technologies, and similar tools. By outward-focused technology intake, I
diversity of approach to core issues. †In order to develop the intended model, I needed to build on knowledge
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
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 IBM analysis was performed on Arab countries where the level of differentiation between the intensity of
The paper displays a topological analysis of SME performance models. There are basically two groups of SME performance models:
Outlook 2009, The Impact of the Global Financial crisis on the Environment, Energy and Sustainable Development, World Association for Sustainable Development (WASD), Part
Open source biopharmaceutical innovation†a mode of entry for firms in emerging markets. Journal of Business Chemistry 6 (1), 11†30
Global entrepreneurship monitor: National entrepreneurship assessment†United states of america. Kansas city, Missouri: Kauffman Centre for Entrepreneurial Leadership, 4
How open source software works: â€oefree†user-to -user assistance. Research Policy 32 (6), 923†943
OUTLOOK, Doi: 10.1038/nrd2131, Advanced Online Publication published 18th august, pp. 1†7 Neale, W c. 1984.
We have analysed carefully the seven core projects which have identified 93 Good Practices (GP) and worked on their transferability.
OECD Science, Technology and Industry Outlook 2012, Highlights 8 Innovation Union Scoreboard 2011, Research and Innovation Union Scoreboard, EU 2012
share skills or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.
Eligible costs include stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
Expert Panel public grants Lw Sil Trust fund public VC R&d card vouchers SCCISME public-private VC
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
A Virtual Enterprise (VE) is a temporary alliance of enterprises that come together to share skills or core
stand space, the catalogue entry, printing and translation costs for information and marketing material and travel costs.
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
Outlook Division, provided overall guidance and support for the project which benefited from inputs and
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem...131 Lessons learned and conclusions for policy...
e g. the annual Brainport Monitor. Lessons from the OECD case studies for the project show this kind of capacity takes time
The core elements of the smart specialisation concept for policy include •Self-discovery or entrepreneurial discovery process.
Modern core technologies, referred to as â€oekey technologies†(KET) such as nanotechnology, micro and nanoelectronics, advanced materials, photonics, industrial biotechnology and advanced manufacturing
regional panels, the national government gets engaged in intensive consultation with regional stakeholders, in order to detect emerging opportunities
and elect panel representatives. The prioritisation process is made up by three regional panels collecting grower
priorities and synthesising these at the National Panel. The regional panels are composed of grain growers
agribusiness practitioners, scientists and the GRDC€ s Executive Managers, with a possibility for other industry experts
to participate as appropriate. The National Panel is composed of the chairs of the three regional panels, the Managing
Director and the GRDC€ s Executive Managers Source: OECD-TIP case-studies on smart specialisation These new challenges may help to explain why smart specialisation strategies are still in an early
healthcare, Global education services, Green financing, Contents and software and Meetings, Incentives Conventions and Events and tourism industry
national governments, such as Finland and Australia, organise regional panels to detect direct needs and to
â€oethe main instrument is the Brainport monitor, an annual report that analyses the region on about
monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on Brainport relevant
11 With open innovation in the core of Brainport†s development strategy-along with new forms of participation-,the
systems are being developed in Poland and The netherlands to monitor Top Sector policies 17 The way through which policy instruments serve the priorities and the split of budgetary allocations to the prioritised
†OECD Regional Outlook: Building Resilient Regions for Stronger Economiesâ€. Paris OECD Publishing OECD (2011), †Regions and Innovation Policy, OECD Reviews of Regional Innovationâ€.
OECD (2012f), OECD Science, Technology and Industry Outlook 2012, OECD publishing http://dx. doi. org/10.1787/sti outlook-2012-en
The GRDC Board oversees corporate governance, sets strategic direction and monitors the ongoing performance of the GRDC.
Growers participate in regional Annual General Meetings and elect panel representatives. The panel prioritisation process occurs by regional panels collecting grower priorities
and synthesising these at a National Panel. The GRDC€ s three regional panels cover the northern, southern and western grain
growing regions of Australia. They are made up of grain growers, agribusiness practitioners, scientists and the GRDC€ s Executive Managers, with provision for other industry experts to participate as appropriate
The National Panel is composed of the chairs of the three regional panels, the Managing director and the
GRDC€ s Executive Managers Five year strategic research and development plans are developed by the GRDC in consultation with
iv) monitors international developments in grains R&d and applies them locally when possible; vi) conducts periodic
priority setting process utilises a structure of regional panels and grower consultations to establish the key issues for its 24 000 end-users (grain farmers.
Leuven and Aachen, Eindhoven constitutes the core of the European Top Technology Region ELAT. The
high-end lithography machines for the semiconductor industry, embedded systems for automotive to advanced medical systems and design, with micro-and nano-electronics and mechatronics being key
Monitoring is done on an annual basis in the Brainport monitor covering 40 statistical indicators on people, technology, business and basics.
The Brainport monitor contains trend analysis and benchmarking, inter alia comparisons with national average and, where
The monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on
hardware and embedded software technology) shows that collaboration is possible and might also be taken up fruitfully in other clusters.
31 With open innovation in the core of Brainport†s development strategy-along with new forms of participation-,the
research institutes with core R&d capacities and expensive common equipment were crucial in order to reach minimum critical mass in the region.
Local industrial structure analysis shows Gwangju lacks future core industries. Therefore, in order to prepare for the future,
Electronics and Embedded Software etc Lessons learned and conclusions for policy The lessons learned can be grouped as follows
and made this a core priority, committing hundreds of millions of support to encourage development and uptake of ultra-low carbon vehicles as well as a GBP
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Strategic priorities identified by the SEMIP to support the specialisation and innovation in the region
Ambitions, strategic plans and catalysts in the innovation ecosystem As mentioned in the chapters above,
The regional economy of Upper Austria is characterized by its very strong industrial core. The strong
Ambitions, strategic plans and catalysts in the innovation ecosystem Upper Austria uses a continuous process to identify new potential growth areas to be supported.
sourcing of modern sectors in old industrial regions-A comparison of software firms in Moravia
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem In current process of policy and strategy planning the importance of S3 approach is recognised and
The connection between sector ministries, societal stakeholders and the core RDI system should be much stronger in the future.
and the core RDI system is insufficient. Also, the participation and activity of other stakeholders and
themes for the development of its innovation ecosystem and industrial outlook in the future. Through these choices, the region aims to lift its competitiveness to a global level.
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Three thematic top expertise areas were selected by the bodies in Päijã¤t-Häme region as regional
The innovative core of the nascent cluster structures is underpinned with a growth-and competition-oriented basis by innovation
form the innovative core of the â€oehealthcare industryâ'†cluster which also includes health-related
development of the innovative core, such as, for example, medical imaging, regenerative medicine and diagnostics as well as by locating companies locally
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem The capital region†s higher education and science landscape is multifaceted and unique.
and are hence able to focus on their respective core competences. The competence and reach of a cluster is expanded systematically in parallel to its growth process.
cluster management have to focus on the smaller innovative cores, where the close cooperation of academic institutions and enterprises gives the opportunity for sustainable growth.
touchless computer interface, intelligent systems and universal access to information These key technologies were incorporated in the updated regional development strategy-the
monitors the state of Maå opolska economy; iii) Maå opolska Social policy Observatory which monitors and
collects the data from the area of social policy; and iv) Labour market and Education Observatory of
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem The Maå opolska Region is currently at the process of updating RIS 2013-2020.
software for companies, advanced internet applications as well as interactive marketing agencies •ICT companies: Comarch Group and Ericpol Telecom.
Motorola (R&d centre), IBM (R&d centre), HP, Delphi (R&d centre Stakeholder and policy dialogues to achieve the ambitions
technologies (excepted software, which is protected generally by copyright and can be patented only when it is integrated in a technical process of product;
touchless computer interface, intelligent systems and universal access to information Life science, biotech, biomedicine pharma, health
Contents and software Meetings, Incentives, Conventions and Events and tourism industry Life science, biotech, biomedicine pharma, health
â€oethe main instrument is the Brainport monitor, an annual report that analyses the region on about 40 statistical indicators on people, technology, business and basics.
The monitor also includes an analysis of about 30 reports with qualitative and quantitative analyses on Brainport relevant
The core of this design process lies in the definition of priorities for knowledge-based economic development, identified on the basis of a region†s unique
monitor regional growth and innovation policy programmes and measures regularly; do you conduct ex-post evaluations of past policy actions in your region?
Every cluster has an innovation core: the R&d field is included in the core of the clusterâ€.
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Bottlenecks and threats Lessons learned and conclusions for policy
Ambitions, strategic plans and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
Ambitions, strategic plans and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
Ambitions, strategic plans and tools and catalysts in the innovation ecosystem Opportunities for cross-border and international ecosystem development
catalysts of activity for an entire economy (Chichoni, 2011), many of them fail. In Zimbabwe up
6) Policy and research outlook...23 Bibliography...24 Glossary...25 Contents INNOVATION IN URBAN MOBILITY-POLICY MAKING AND PLANNING
•Improved onboard e-services with screens providing information on real departure times and disruptions with alternative routes
EBSF can become the core of the transport network for seamless mobility of urban citizens
types of mobile devices. This enables efficient pooling of information, which can be accessed by transport operators, infrastructure managers, information
addition, a software tool was developed to assess the accessibility level of buses, stations and hubs,
software systems, prototypes and applications have been developed for activities such as truck access control, dynamic tunnel access control and vehicle and cargo monitoring.
on open ICT software, onboard equipment heterogeneous wireless communication infrastructure and CALM (platform for vehicle -to-vehicle and road-to-vehicle communication
outlook The EU acknowledges its role in supporting urban transport authorities to meet the manifold challenges
Computers that do not really help to raise the quality of education DDT, a substance that fails to free the world of famine,
a successful combination of hardware, software and orgware, viewed from a societal and /or economic point of view
Hardware relates to the material equipment (mostly) involved and software concerns the knowledge in terms of manuals, software, digital content, tacit knowledge involved in
the innovation. Orgware refers to the organisational and institutional conditions that influence the development of an invention into an innovation and the actual functioning
what at first sight are purely hardware innovations, such as the conveyor belt. Without the extremely radical social, financial and
3. Sliding panels 3. 1. Introduction Innovation processes are complex societal phenomena that are linked strongly to the
firms, software houses, knowledge-intensive consultants) plays an important role in this respect. Recent research shows that these services play a crucial role in innovation processes
Despite this growing core of shared insights, there is also a gap that can be distinguished between two major approaches in innovation studies.
The core of this approach is the actual conceptualisation of innovation as a process in which the
53 H. J. Brouwer, Computer stelt economisch weinig voor (Computers say very little), Volkskrant, 1999 (4
Sliding panels Introduction Structural changes in our economic system Questions and challenges Broadening of decision-making processes and the network society
The growth of strategic alliances in new core tech -nologies during the 1980s illustrates this situation
alliances in the Japanese computer industry •The success of co-operation among small tradi -tional firms in Italy has inspired regional initiatives
their resources toward core activities. To obtain complementary assets, two solutions are possible Market transaction or co-operation.
a panel of French SMES 4. 1. Research methodology The firms of our sample received public funds to
industry, software industry, building industry and agriculture. The projects which did not fit into this
trends, networks and corporate patterns in non-core technologies. Research Policy 24, 207†231 Jacquemin, A.,1987.
analysis from a panel of French SMES Research methodology The sector of production of the innovation
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