enterprises. In many cases, the large enterprises are interested in buying or licensing the technologies that
are developed further by the SMES INNOVATION-DRIVEN GROWTH IN REGIONS: THE ROLE OF SMART SPECIALISATION
Enterprise Territorial Maximise value and economic returns Improve the social being (linking economic, social and
the enterprise Differentiation of the activities/assets/servi ces offered by the region (e g. to attract
In Estonia, ICT companies have a very strong association of enterprises †Estonian Association of Information
employees, number of newly established enterprises, Gross domestic product, and export data per economic sector For countries, sufficiently detailed, internationally comparable economic data is available from OECD (www. oecd
the enterprise sector, the science/knowledge & creative sector, the government sector and the regional innovation system as a whole †covering interactions between all three sectors
http://ec. europa. eu/enterprise/sectors/ict/files/kets/hlg report final en. pdf; See also page 21 of this report
Knowledge generated is made available to enterprises through these Knowledge Agents that have to be approved by the Central Government,
structure before the enterprises cooperate with them to carry out R&d projects financed by the Ministry of
i) Enterprises, managed by the Development Agency IDEA, include several incentives lines: for creation, modernisation, co-operation and R&d projects with special consideration to strategic
Small and Medium Size Enterprise Development Agency; Technology Development Foundation of Turkey etc.;lastly The Automotive technology Platform (OTEP
Local enterprises typically compete in market segments of standardized goods and services with high price elasticity and increasing competition from
â€oeestonian Enterprise Policy 2007†2013â€, â€oedevelopment Plan for Estonian Adult education 2009-2013†and the â€oeestonian Information Society Development Plan until 2013â€
encourage active participation by Estonian researchers and enterprises in international RDI cooperation Estonia has tried also to bring the key areas in line with the European Union†s RDI priorities.
cooperation and involvement of enterprises is thereat especially important Opportunities for cross-border and international ecosystem development
of a few larger enterprises. Industry representatives have highlighted the lack of educated and skilled workers being a challenge for growth,
knowledge institutions and enterprises and not only on large R&d-collaboration projects with a limited number of enterprises
Lessons learned and conclusions for policy Lessons learned can be grouped as follows •National programmes for key technologies:
enterprises not having yet RDI activities. Furthermore, there is a need for employing a broader set of RDI policy instruments.
large multinational enterprises. In many cases, the large enterprises are interested in buying or licensing the
technologies that are developed further by the SMES Core practices for promoting and facilitating innovation activities in the region have been established
been discussed with the scientific community and the enterprises: during â€oehandlungsfeldkonferenzen†separate conferences dedicated to each sphere of activity),
academic institutions and enterprises gives the opportunity for sustainable growth. It seems to be useful for the development of the region to put special emphasizes on smaller but more numerous
assets provided for the purpose of conducting R&d works in enterprises; innovative solutions by providing financial assistance to pre-competitive research in enterprises
â'The Priority Axis 5 of the Programme, which includes also support for activities involving
National Louis University and medium-sized enterprises predominantly from the regions of Maå opolska, Silesia and Mazovia.
development was the creation of enterprises in sectors considered as key future areas in new technologies
sectors/enterprises via stimulating their participation in new, global value chains. It is not just about
trade, R&d expenditures, birth and death rates, High-Growth enterprises rates, turnover, value-added production, operating surplus, employment, labour costs and investment.
the enterprise sector, the science/knowledge & creative sector, the government sector and the regional innovation system as a
assessment process and invite representatives from selected leading enterprises and lead institutions to go through the questions and report their results.
•Regional leading enterprises and entrepreneurs: The leading industrial players, Hidden Champions and key entrepreneurial innovators have the expertise on the market potential of new
specialisation addresses enterprises as drivers of innovation they should be invited to provide their insights and to share their perspective on the future regional innovation system
enterprise, research, education, finance, etc •Regional lead institutions: Representatives of the regional science, knowledge and creative
Assessment of the status and potential of the enterprise sector •What are your regional key economic sectors and in
•Which leading enterprises (i e. large multinational firms and/or hidden champions and/or key
•Do local universities supply regional enterprises with ample graduates†or do regional employers need to look abroad for qualified personnel
or do they rather prefer jobs in established enterprises or public sector? If not, what are the main barriers
How can the regional enterprise sector and the science/knowledge & creative sector be mobilised to respond jointly to these challenges and opportunities
•Do perceptions of the enterprise sector and the science/knowledge & creative sector with regard
and identify the relevant stakeholders in the enterprise sector and the science, knowledge & creative sector
enterprise sector assess the science and the government sector and vice versa Prepare a first SWOT analysis as starting point for the RIS3 process.
Programme for the Competitiveness of Enterprises and SMES 2014-2020 EAFRD: European Agricultural Fund for Rural Development
Leading Enterprise: A regional enterprise that is characterised either by a size well beyond the regional average and is being successfully active on international markets
or by being highly influential for the region†s innovative (creative) potential R&d: Research and development RTDI:
Assessment of the status and potential of the enterprise sector Assessment of the status and potential of the science/knowledge and creative industries sectors
enterprises in Romania, apprehension of the innovative activities developed within these institutions has an essential role.
medium enterprises in Romania, apprehension of the innovative activities developed within these institutions has an essential role.
enterprises Small enterprises Medium enterprises 1 New products 30.75%41.82%44.54 %2 New technologies 20.50%36.36%44.54
%3 New managerial and marketing approaches 14.25%18.18%21.85 %4 New informational systems 11.50%17.58%18.49
%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
enterprises within tourism (52.63%),big efforts in order to develop new technologies are undertaken within companies activating in the industrial
observed that in most of the enterprises subject to our research (22.17%)there is no interest for innovation
decreases together with the enhancement of the enterprises due to the differences regarding the economic potential.
for enterprises investing 20-50%and more than 50%in innovation, the highest weight is covered by small sized
enterprises (22.67%and 9. 00%)and the lowest by micro enterprises (8. 37%and 5. 89
%TABLE III. SMES€ INVESTMENTS IN INNOVATION BY SIZE CLASSES Size classes No Part of investments dedicated to
enterprises Small enterprises Medium enterprises 1 0%29.46%10.67%9. 17 %2 0-5%19.38%16.33%16.51
%3 5-10%19.22%20.33%24.77 %4 10-20%17.67%21.00%23.85 %5 20-50%8. 37%22.67%17.43
%More than 50%5. 89%9. 00%8. 26 %If we classify SMES on economic fields of activity, we
•enterprises that allocated to innovation more than 50%of investments register higher percentage in constructions (14.29%)and lower in trade business
%•enterprises within tourism register a higher percentage regarding the investments in innovation of 10-20%(27.03%)and lower proportions if we
21.53%of the enterprises hold a percentage of 5-10%;%21.24%of the economic agents had no innovation
the number of enterprises with a 5-10%percentage from their turnover generated by new products/services increases
enterprises having 10-20%,20-50%and more than 50%of their turnover generated by new products/services, the small
enterprises Small enterprises Medium enterprises 1. 0%27.85%10.92%9. 52 %2. 0-5%19.62%12.97%20.95
%3. 5-10%19.30%23.89%27.62 %4. 10-20%16.93%23.21%22.86 %5. 20-50%11.08%22.18%15.24
%6. More than 50%5. 22%6. 83%3. 81 %The analysis of The SMES by fields of activity highlights
as for the enterprises with no innovation activities the highest weight is registered in trade business (25.58%)and the lowest one in constructions
organization, the majority of enterprises subject to our research (22.17%)register no innovative activities. These are followed by the companies that
experience (10.14%),enterprises in North West 14.71%),small sized companies (9%),companies with other juridical status (10.91%)and firms within
%•Almost 1/5 of the enterprises hold a percentage of 10-20%from their turnover generated by new
played by innovation in Small and Medium Enterprises (SMES) operations sustainability in the manufacturing sector of Chinhoyi.
Worldwide, small and medium enterprises (SMES) are seen by policymakers as the ideal way to increase sustainable development (Naude 1998.
and big enterprises only contributes the remaining 20%(SEDCO Report, 2010. This shows that the SMES have been dominating the
enterprises (SMES) in the manufacturing sector make a significant contribution to economic growth, while most of the research on innovation management in the manufacturing sector has
2. 1 Small to Medium Enterprises (SMES Evidence from literature reveals that there is no universally agreed definition of an SME across
and Medium Enterprises Institute, SMES are defined as a registered enterprise with employment levels ranging from 30 to 70 depending on the types of industry.
enterprises that are formalized not through a legal structure such as registration in terms of the Companies Act or a Partnership Agreement was referred as micro-enterprises. †In a study by
Machipisa (1998) he defined an SME as a registered company with a maximum of 100
Most entrepreneurs often start a new enterprise while ignorant of many key dimensions of running their own enterprises and must obtain the necessary skills
if they are to survive (Shepard, 2000. It is imperative that the entrepreneur be knowledgeable about all the
inputs of customers and their fast changing needs makes it imperative that enterprises continuously improve the way business is conducted.
Enterprise (SME. Creativity and Innovation Management 15 (3): 279-295 Babbie, E. 1979) the practice of social research, 3rd ed. Wadsworth, California
entrepreneurial ventureâ€, Journal of Small Business and Enterprise Development 9 (1): 28-37 Beck, T.,Demirguã§-Kunt, A. & Levine, R. 2005.
Innovation processes within Small and Medium-sized enterprises http://www. dare2. ubvu. vu. nl/bitstream/handle/1871/16050/dissertation. pdf. Accessed 19
study of small to medium enterprises (SMES) â€, Measuring Business Excellence, 7 (2): 78-92
enterprises (SMES) in the manufacturing sector. Strategic Management Journal 31 (8): 892-90 Tidd, J.,Bessant, J. &pavitt, K. 2002.
and Medium Enterprises, The World bank Development Research Group, Finance and Private Sector Team Yin, R. K. 1989) Case study Research:
The small and medium-sized enterprises that continue to find it difficult to transform knowledge into successful products and services
-ness enterprises of the Centre region (around the Loire Valley 4. Impact of cooperative relationships
the enterprises were classified into eight categories depending on their size and their ownership status (Appendix A). These firms
The success rate of small and medium enterprises which obtained external knowledge from other com
Very small enterprises 1†9 employees â'0. 9152â (â'1. 938) â'1. 2468â â (â'2. 536) â'1. 1226â â (â'2. 936
Very small enterprises 10†19 employees 0. 240 (0. 487) 0. 216 (0. 415) â€
Enterprise †â'0. 5025 (â'1. 629) â'0. 4138 (â'1. 392 Technical centre †0. 3034 (0. 936) â€
only for very small enterprises (less than 10 employees. For extensive results on the relation between firm size and innovation
The enterprises were classified into eight categories depending on their size and their ownership status. Our classification is more detailed than the recommenda
The other categories concern large enterprises and subsidiaries. We distinguish regional groups with more than 500 employees whose headquarters is located in
The Technical Enterprise. Ballinger Publishing Cambridge, MA Gibbons, M.,Johnston, R.,1974. The roles of science in
enterprise. Journal of Economic Behaviour and Organisation 1 223†247 Tether, B. S.,Smith, I. J.,Thwaites, A t.,1997.
Smaller enterprises and innovation in the UK: the SPRU innovations database revisited. Research Policy 26 (3), 19†32
increased innovation in small-to-medium-sized enterprises. Hypotheses are tested using samples from Australia and USA
increased innovation in small-to-medium-sized enterprises. This point was emphasized further by the governor of Nebraska
Economies of most nations are composed largely of small-and medium-sized enterprises (SMES) and their ability to
High growth strategies of women-owned enterprises. Journal of Business Venturing, 16,453-470 7 Hofstede, G. 1980a.
CHAIRPERSON ENTERPRISE AND PRODUCTIVE INVESTMENT SUBCOMMITTEE FACT Over 90%of all businesses in Ireland are
Enterprise Ireland ï Time ï Knowledge of Available Resources ï Availability of Finance ï Lack of Broadband Penetration in the Regions
The sector comprises Small and Medium-scale Enterprises (SME€ s), creating thousands of jobs, especially among low educated.
software-small-and medium-sized enterprises in indonesia. University Library Groningen Ismalina, P. 2011. An integrated analysis of socioeconomic structures and actors in indonesian industrial clusters:
indonesian n0n-farm small and medium enterprises. review of empirical studies and case study of tegal.
Transfer of technology to and technology diffusion among non-farm small and medium enterprises in
The development of small and medium enterprises clusters in indonesia. Gadja Mada International Journal of Business 6 (1): 29-44
The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal 28 (13): 1319-50
medium-sized enterprises (SMES) account for approximately 95%of the business population and play a significant role in
competitiveness of enterprises and economies. In the Organisation for Economic Cooperation and Development (OECD) countries, the rise of the
Small and Medium-sized Enterprises (SMES) and Intellectual Property rights Worldwide, SMES account for approximately 95 %of the business population.
enterprises generally have limited capital and tangible assets and largely depend on intangible assets to succeed in the marketplace
many more ways than larger enterprises in making an effective and efficient use of the IP system.
reflected in the ways that such enterprises use the IP system. The crucial point to note is that SMES of
production industries (excluding micro-enterprises and enterprises in the handicraft sector), it was reported that one out of every three companies in the
countries that are members of the European Patent Convention and engaged in R&d activities may be
patents less often than large enterprises, but also that when they do apply their success rate (in terms of
small enterprises than for large firms; while patents owned by small firms are infringed more often than
For most enterprises, trade fairs information from suppliers and specialized magazines remain preferred sources of information.
included in the business strategy of enterprises it must also be integrated into the overall framework of
entrepreneurs and enterprises located far from the national capital, which is usually the headquarters of the national IP office.
transaction costs faced by enterprises in filing their applications. Secondly, the availability of procedures for pre-and post-grant opposition at the IP offices as
universities and industry would enable enterprises and society as a whole) to benefit from the innovative capacity of universities.
enterprises, Strategic Analysis & Strategic Management, 10 (2) 1998,157-173 â'Cohen W, Nelson R and Walsh J, Protecting their
information by small and medium-sized enterprises 2000 BURRONE: IPR AND INNOVATION IN SMES IN OECD COUNTRIES
Enterprises (2000 b â'European commission, Guarantee Mechanisms for Financing Innovative Technology (2001 â'European commission, Innovation Policy in a
management in the small and medium enterprises Journal of Small Business and Enterprise Development, 5 (4) 1999
â'Koen M S, Business Intellectual Property Protection (1992 â'Kortum S and Lerner J, Stronger protection or
and Medium-sized Enterprises for IP Offices of OECD Countries, Documents, http://www. wipo int/sme/en/activities/meetings/oecd 03/index. htm
Media DG, the Research and Innovation DG, the Enterprise and Industry DG and the Climate Action DG.
ï§Enterprises across all business sectors in Ireland spent â 1. 86 billion on in-house
Enterprises active in R&d in 2011 estimated an R&d spend of 1. 96 billion in 2012, an
ï§Foreign owned enterprises accounted for 71 per cent of the total business R&d spend in
ï§Medium and large enterprises (more than 50 employees) accounted for almost three -quarters of BERD in 2011
ï§More than 72 per cent of all R&d performing enterprises spent less than â 500k on R&d
activities and one in ten enterprises were engaged in large scale R&d activities spending in excess of â 2 million
ï§Nearly two-thirds of Irish enterprises were engaged in experimental development compared to three-quarters of foreign owned companies
ï§Small enterprises were more likely to engage in applied research (28 per cent) than
medium and large enterprises (23 per cent Collaboration ï§Of all R&d performing firms, 35 per cent engaged in joint research projects with other
Figure 1 presents details of aggregate levels of R&d expenditure by enterprises in Ireland between 2003 and 2011 and an estimate for 2012,2010 is also an estimate as BERD is a
Enterprises in Ireland spent â 1. 86 billion on in-house research and development in 2011 and
cent of all enterprises spent less than â 500,000 on R&d activities compared with 77 per cent
in ten enterprises spent in excess of â 2 million in 2011 up from 7 per cent of R&d-active firms
firms spending less than â 500k on R&d activities accounted for 81 per cent of all enterprises
enterprises up from a 48 per cent share in 2003. In absolute terms, this accounts for a further
Enterprises investing between â 500k and â 2 million (mid-scale R&d activity) increased by 52 per cent from 80 firms in 2003
Over 1, 600 enterprises were engaged in R&d activities in 2011, of which 58 per cent were in
Nearly two-thirds of Irish enterprises were engaged in experimental development (figure 38 compared to three-quarters of foreign owned companies (figure 39) in 2011.
With the exception of 2005 small enterprises were more likely to engage in applied research
than medium and large enterprises Figure 41: Types of R&d spending by medium/large firms, 2003-2011
Secretary general, Department of Jobs, Enterprise and Innovation Barry O'Leary Chief executive, IDA Ireland Frank Ryan
Chief executive officer, Enterprise Ireland Michael O†Leary Secretary to the Board, Forfã¡s FORFà S BERD 2011/2012 ANALYSIS
Social Enterprise in Ireland: Sectoral Opportunities and Policy Issues Forfã¡s July 2013 Ireland†s Construction Sector:
Key Skills for Enterprise to Trade Internationally EGFSN June 2010 Sustainability of Research Centres Advisory Science Council
increased revenues in small-and medium-sized enterprises by 9 percent. 58 In a large survey
small-and medium-sized enterprises, costing them between â 3, 000 and â 7, 200 per year, or
disappear, if for no other reason than most enterprise IT needs some customization which raises fixed costs
Percentage of total workforce employed at enterprises by size, 2010131 Regulation that favors small firms has been a significant bottleneck for ICT investment in
and perhaps job loss in individual enterprises. Emblematic are comments from French Industry Minister Arnaud Montebourg, who recently stated that
of enterprises to obtain these gains. 185 For example, less effective advertising reduces available revenue for websites and can cripple the growth of useful services
Dynamics†(European commission Enterprise and Industry Directorate General, December 2006 http://ec. europa. eu/enterprise/archives/e-business
-watch/studies/special topics/2006/documents/TR 2006 ICT-Impact i. pdf 62. Concetta Castiglione, â€oetechnical Efficiency and ICT Investment in Italian Manufacturing Firms, â€
The E-business Survey 2006, †(European commission †Enterprise & Industry Directorate General), 8,, http://ec. europa. eu/enterprise/archives/e-business
-watch/statistics/documents/Chartrep 2006 000. ppt 73. Vincenzo Spiezia, â€oeare ICT Users More Innovative? An Analysis of ICT-Enabled Innovation in OECD
Enterprise and Industry â€oeict for Competitiveness & Innovation, †(accessed May 16, 2014 http://ec. europa. eu/enterprise/sectors/ict
/148. â€oea European strategy for Key Enabling Technologies-A bridge to growth and jobs"Communication
â€oesmall companies create 85%of new jobs, †Enterprise and Industry, European Commission website, last modified January 16, 2012, accessed April 18, 2014
http://ec. europa. eu/enterprise/newsroom/cf/itemdetail. cfm? item id=5708 174. Robert D. Atkinson, â€oein Praise of Big Business:
â€oewill Not Let Norwegian Enterprises use Google Apps, †Datatilsynet, January 25, 2012 http://www. datatilsynet. no/English/Publications/cloud-computing/Will not-let-Norwegian-enterprises
-of-Google-Apps /184. â€oemerkel Proposes Secure European Web, †BBC News, February 15, 2014 http://www. bbc. com/news/world-europe-26210053
Digital Single Market †Digital Agenda for Europe, †Enterprise and Industry, European Commission website, accessed May 15, 2014, http://ec. europa. eu/digital-agenda/en/our-goals/pillar-i
Enterprise and Industry, European commission website, accessed May 15, 2014 http://ec. europa. eu/digital-agenda/en/our-goals/pillar-vii-ict-enabled-benefits-eu-society
DG Enterprise and Industry†s experiences with cluster policies sector-specific innovation policies and the Lead Market Initiative (European commission, 2009
as well as DG Enterprise and Industry in the context of politically driven cluster initiatives. The lack of connections between these investments and existing capabilities was
LSE Enterprise ltd. & The Information technology and Innovation Foundation; April 23 Grimes, A.,Ren, C. and P. Stevens (2009:
Recovery, LSE Enterprise ltd. & The Information technology and Innovation Foundation, April Marcus, J. S. 1999:
Enterprise Architecture 14 Australian National ehealth Interoperability Maturity Model 14 Interoperability Maturity Model levels 14
Enterprise Architecture An alternative method is the Enterprise Architecture (EA) approach. 1 An early description of this
methodology was described by Spewak and Hill (5). which is adopted best at the highest level, †enterpriseâ€
In order to implement the Enterprise Architecture process, the organization must first establish the preliminary framework and principles, a requirements management process, and governance.
1 See for more information, http://enterprise-architecture. info/and http://www5. opengroup. org/togaf
enterprise and also in the form of free open source software systems which are supported by nonprofit -making organizations and private enterprises.
Open source systems have advantages of local sustainable community development and support and lower cost by building on a proven software foundation (19
Enterprise Architecture planning-developing a blueprint for data applications and technology. Hoboken, NJ, John Wiley and Sons, 1993
Effect of the implementation of an enterprise-wide electronic health record on productivity in the Veterans Health Administration.
Enterprise Architecture Australian National ehealth Interoperability Maturity Model Interoperability Maturity Model levels The HIMSS EMR Adoption Model
The phrase Small and Medium-sized Enterprises (SMES) 1 is an intrinsic part of our 2011 vocabulary.
http://ec. europa. eu/enterprise/policies/sme/facts-figures-analysis/sme-definition/index en. htm 2. 1 Am I an SME
you determine whether you are an enterprise. According the European Commis -sion†s definition any entity engaged in an economic activity, irrespective of its legal
form is considered an enterprise. In other words, even if you are self-employed without any staff, you may call yourself an enterprise.
The second, and arguably most important step towards determining whether you are an SME is to verify your
If you are an enterprise with no more than 250 employees, an annual turnover below â 50 million or a balance sheet total below â 43 million,
Enterprise Category Head count Turnover or Balance sheet Total medium-sized<250<â 50 million<â 43 million
http://ec. europa. eu/enterprise/policies/sme/files/sme definition/sme user guide en. pdf 2. 2 Why is this relevant
a category of businesses, different from large enterprises. A business was seen as a business, irrespective of its size, staff count and turnover.
notion of SMES as a separate class of enterprises started to develop, notably in the
at small and medium-sized enterprises. Moreover, as SMES face difficulties specific to their size and resources, the EU creates schemes addressing these problems
1. http://ec. europa. eu/enterprise/policies/sme/small-business-act/think-small-first /Source:
vulnerable kind of enterprise, notably in terms of size and resources. An obliga -tion on a business, stemming from EU legislation can be perfectly manageable for
most micro-enterprises simply lack the resources. And even if a small business is capable of participating in a tendering process
1) encouraging the competitiveness of European enterprises,(2) supporting innovation and entrepreneurship activities,(3) providing access to finance and (4) promoting the increased use of
•Microcredit guarantees help financial institutions to provide financing to micro enterprises especially start-ups •Equity and quasi-equity guarantees warrant investments in SMES in the seed and start-up
Joint European Resources for Micro and Medium Enterprises-JEREMIE The JEREMIE initiative is developed in coordination with the European commission and falls under the
http://ec. europa. eu/enterprise/policies/sme/small-business-act/sme-envoy/national-sme-envoys/in
Enterprise Europe Network http://www. enterprise-europe-network. ec. europa. eu/index en. htm Your National Contact Point
http://www. enterprise-europe-network. ec. europa. eu/about/branches The Enterprise Europe Network brings together 580 business organisations from 49 countries.
These organisations are specialized in EU business issues, particularly as regards funding Your Europe http://ec. europa. eu/youreurope/business/index en. htm
#The European commission in cooperation with the national authorities provides a guide including relevant information about doing business in the EU
http://ec. europa. eu/enterprise/sectors/ict/ebsn/index en. htm ebsn is established a network by the Commission
and/or successfully run a small or medium-sized enterprise in Europe. New entrepre -neurs exchange knowledge and business ideas with experienced business men and women, guarantee
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