enterprises and do generate a substantial share of GDP, are a key source of new jobs
enterprises and among geographical areas The two digital divides At the Lisbon summit in March 2000, the European union representatives set the goal
SMES and larger enterprises in the more advanced forms of electronic commerce and particularly in terms of e-business integration and associated skills.
sample was 100,000 enterprises), and reflects the situation in the period November 2000 and June 2001.
and sponsored by DG Enterprise This covered the adoption of ICT and ecommerce in all sectors of the economy
all enterprises, but is of particular relevance in informing future policies for SMES The European commission, through the Directorate General information Society and
5 See for example ENSR Enterprise Survey 1999 as used in The European Observatory for SMES †Sixth
sectors, there is generally a positive correlation between the size of an enterprise and its Internet use for business,
7 in 2000 34%of large enterprises compared to 10%of SMES10 used e-business services (source Eurostat
Have their own website the 80%of large enterprises 8 SMES10=enterprises with between 10 and 249 employees
9 large enterprises are considered by Eurosta the enterprises with more than 249 employees e-mail web -presence
phases FN, September 2002 Digital Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10,
use of the Internet to perform economical transitions on-line between enterprises and consumers (B2c) or among enterprises and suppliers,
or internally inside the same enterprise (B2b) the e-commerce started, allowing to the enterprises purchases
sales, electronic auctions, e-payments. This stage brings closer interaction as customers and suppliers work together on-line
and as vendors customize content for their users. Even in the most advanced Member States, only a minority of SMES11
The e-business technologies allow the enterprises to effectively directly connect with clients, suppliers, and business partners.
11 In 2001,6%of EU enterprises used Internet for electronic delivery and 7%for e-payments;
SMES10 and 34%of large enterprises for e-ordering. Only 3%of EU enterprises used Internet for e
-commerce for more than 2 years (20.2.02 Eurostat, ibidem obstacles e-commerce e-business FN, September 2002 Digital Business Ecosystems page 9
The intensive exploitation of e-business systems gradually modifies how enterprises and markets are organized. Digital systems allow to more easily unbundling operations
spider's web, the holonic enterprise and the virtual corporation. All describe new ways of organizing This process is advanced in the sectors of insurances, in the distribution, in the media
This will dramatically affect the ways enterprises are constructed and business is conducted in the future, and the actual slowly changing organisations will be
ï€'small and large enterprises with their associations ï€'local government and public administration The adoption and development of scalable and adaptive technologies, allows new
models of business based on the dynamic association of enterprises. The ecosystems are, in fact, characterised by intelligent software components and services, knowledge
network of ecosystems instrument for networking the European enterprises and organizations in a business excellence network
more sophisticated and widespread use of e-based services for reducing enterprises administrative overheads in accomplishing their administrative duties would create an
incentive for many enterprises to faster adoption of ICT It is crucial to activate also virtual communities,
27 Mihaela Ulieru, Scott S. Walker, Robert W. Brennan, The Holonic enterprise as a Collaborative Information
respect the large enterprises and compared to the other regions The objective of an early adoption could be reached only thanks to a clear action plans
ï€'enterprises (in particular SMES and enterprise organizations ï€'government and of public administration The regions (or local areas) which succeed in the application of digital sectorial
ï€'a critical mass of enterprises (including the small organizations) use the ecosystem as business tool
industrial district into a platform for knowledge-based enterprises.@@22 has been very successful in attracting national and multinational firms to locate in Barcelona, but its
See details at http://ec. europa. eu/enterprise/policies/innovation/files/ius-2011 en. pdf 21
European commission, DG Enterprise, Brussels, March 31 Asheim, B.,Gertler M. 2004. Understanding regional innovation systems, in:
Small Enterprise Development. Paul Chapman London Massey, D.,Quintas, P. and Weild, D. 1992. High-tech fantasies:
medium-sized enterprises (SMES) associated with the development of different types of innovation product/process/market/organizational.
Keywords Small to medium-sized enterprises, Innovation, Information management Company performance, Finland Paper type Research paper
The Federation of Finnish Enterprises Chamber of commerce Industrial associations Five-point Likert-scale 1 Â Insignificant to
enterprise panels is attrition †which leads to missing data and possibly biased results When reviewing the existing literature on innovation-performance relationship
Business Economics, Journal of Small Business and Enterprise Development, Entrepreneurship and Regional Development, Family business Review, Finnish Journal of Economics, and Academy
comparing enterprise innovation between regions. Journal of Innovation and Entrepreneurship 2, 16 Crossref 22. Fulya Sarvan, GÃ zde GÃ l Baå er, Can Deniz KÃ ksal, Eren Durmuå, Onur Dirlik, Murat Atalay, Fulya Almaz
enterprise environment Labour and taxation policies are national, not EU competences. Some Member States have
enterprises. It also includes some of Europe†s most successful companies. The sector is a major source
5. 6 Enterprise Drivers Behind the Consumerization of IT...104 5. 7 Considerations Related to IT Consumerization...
ECM Enterprise content management HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology
SMES Small and medium enterprises TOGAF The Open Group Architecture Framework VOIP Voice over internet Protocol xxi
by information quality scholars 9†11, for enterprise systems mostly relying on traditional relational data base management systems
information supply to decision makers and operations in enterprise. On the other hand, Big data change the rules of the game,
the enterprise. Furthermore, organizations must commit human resources in recruiting and empowering data scientist skills and capabilities across business
including a Teradata enterprise data warehouse, Oracle and Mysql data marts visualization technologies, and Hadoop at the core of Nokia†s infrastructure
analytics for enterprise class hadoop and streaming data, 1st edn. Mcgraw-hill Osborne Media, New york References 21
applications such as office and enterprise systems are used over the network. This level is considered as the highest level of abstraction on the cloud.
Virtualization of enterprise servers introduces considerable security concerns. Associating multiple servers with one host removes the physical separation between servers,
chief advantage of this model is that the enterprise retains full control over cor -porate data and security and system performance.
This is a common model for governments and large enterprises, when there are concerns about security and data sovereignty.
suitable for enterprises in which the transformation to full outsourcing is already done for instance, to combine community cloud services with public cloud
This step faces two important challenges which are defining the enterprise architecture which can be a time consuming task,
migrating an enterprise IT system to Iaas Ian Sommerville. Inf Syst J abs/1002.3: 450†457
integration with enterprise information systems, to a secure supply to the final users, through a constant control and performance monitoring.
-gration with enterprise information system, to a secure supply to the final users through a constant control and performance monitoring
•Integration, facing the issue of the alignment and adaptation to enterprise information systems, at software as well as data level
with enterprise information systems software and data ï§Device management data privacy and security Software solutions to
EAS€ Enterprise Application Systems Finally, we consider a hybrid development model. This is a combination of the
-tion with its own enterprise information systems (see Fig. 3. 3). Indeed, the adoption of a strategy of Enterprise Mobility highlights some critical issues in
terms of management of†the infrastructure, which must support the applications often interfacing different preexisting platforms and heterogeneous databases
Private enterprise application store •These environments have restricted a access, typically managed by the IT organization, dedicated to the employees of a company and
•These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services
-tiatives, from development and integration with enterprise information system, to a secure supply to the final users, through a constant control and performance
3. Overby E, Bharadwaj A, Sambamurthy V (2006) Enterprise agility and the enabling role of
role in improving business productivity and agility for enterprises. The consu -merization of IT helps organizations to realize increased efficiency, productivity
argues that enterprise policies and practices are well behind the arrival of new advancements. It shows that despite the results of a survey of 1, 500 mobile device
-nect to enterprise networks regularly are used for both work and private purposes which results in a blurring of the distinction between work and personal life of the
software being introduced into the enterprise network by poorly protected smartphones, the Mcafee study concludes that theft
by the end users, it will be difficult for enterprises to enforce their own policies that are related to HR, legal scope and context,
and unmanaged devices to enterprise networks 3. the risk of losing corporate data as a result of difficulty in applying security
at the enterprise 14 96 5 IT Consumerization Organizations have to reconsider how they manage user computing in order for
Many of the consumer technologies that are already in use by enterprises are advancing very fast. Businesses must be flexible enough to embrace rapid proto
practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise They may help organization to develop a stronger user-centered strategy and
understanding of the different needs of users in the enterprise. This section describes users segmentation
enterprise environment and uses it to obtain immediate access to corporate email and calendar, communication facilities,
This strategy enables enterprises to quickly achieve business benefits gained from IT consumerization by moving the desktop and/or applications into a data center
5. 6 Enterprise Drivers Behind the Consumerization of IT The drivers that motivate enterprises to adopt IT consumerization strategy include
increasing productivity, refocusing IT on strategic initiatives rather than device management, attracting and retaining valuable employees 16.
aspects of supporting an enterprise infrastructure, which would enable IT staff to focus on strategic initiatives and projects 16
enterprise. As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16
5. 7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy, nor appropriate in all
Level of consumerization of IT within an enterprise. Organizations need to have clear view about the degree of IT consumerization that is already existed, in order
Therefore, enterprises must address a number of legal issues including: the owner of the data on a privately owned device, accessing the cor
Enterprises have to establish baseline needs at the beginning of consumerization of IT strategy planning in order for them to be able to determine
enterprises are concerned with include: the optimum choice of a consumerization of IT strategy in order for the enterprise to realize business benefits, the needed
changes in the infrastructure to be able to support a consumerization of IT strategy and the support of different mobile devices
Consumer desktop Enterprise desktop Consumer OS Consumer OS Enterprise OS Enterprise OS Local workspace Local workspace Local workspace Local workspace
Session roaming Session roaming Virtual desktop Virtual workspace server or local Virtual workspace server or local
has positioned the software giant to introduce enterprise social networking capa -bilities to its existing business collaboration systems such as Sharepoint
security standards of the enterprise firewall and can be integrated with other systems at the enterprise that are managed by a company†s own IT department.
It is accepted well and regarded by the experts who follow the enterprise social networking market.
The employees who use Yammer can set up user profiles, send and receive ††tweets††like messages,
This company brings social, multimedia experience to enterprise telephony 18. Avaya is exploring the social dimension of unified communication by using the
Avaya†s strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives and employees are already bringing to work such
enterprise drivers and recommended strategies as well as different business sce -narios for IT consumerization have been explained. Consumerization is not a
Its implications on the future of the enterprise require IT innovation that goes beyond simply supporting BYOD strategy.
the future of enterprise mobile computing. White Pap Dell, Dell Headquarter Round Rock, pp 3†14
8. Copeland R, Crespi N (2012) Analyzing consumerization†should enterprise business context determine session policy?.
Intel (2012) Five steps to consumerization of IT in the Enterprise. White Pap from Intel
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1†22 16. Harteveld A (2012) Microsoft recommendations for a consumerization of IT strategy
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1†16 17. Taylor P (2012) Consumerization of corporate IT accelerate.
Enterprise Content Management (ECM) systems and related to digital asset management, document imaging, workflow systems and records management
the enterprise. Another example is produced by Adobe Systems Incorporation that introduced a collaborative tool called Adobe Story that provides the creative and
enterprise customers with the ability to jointly create a video script Taking the above issues into account,
Enterprise Identity Management has been proposed by Royer and Meints 15 The framework, resulting from a comprehensive literature review and findings
concept as a basis for a decision support approach, resulting in an Enterprise Identity Management (EIDM) Decision Matrix 15.
Enterprise Identity Management solution. For example, according to 15 metrics for the financial monetary perspective can be estimated the costs for security
and enterprise architecture and information infrastructure. However, a digital business identity is built also through interaction and exposure to users and societal
Fig. 7. 2 An enterprise identity management framework. Adapted from 15 7. 2 Privacy and Security Drivers and Challenges 137
, for Small and medium enterprises (SMES) 26 Considering the case study, it concerns DHL, a world market leader in sea and
, cybercrime and for Enterprise Identity Management. Besides the inner context of an organization, the Chapter has pointed out how digital business
Royer D, Meints M (2009) Enterprise identity management†towards a decision support framework based on the balanced scorecard approach.
many enterprises are still careworn to implement and apply IT governance frameworks to their work environment
defines the ††as-is††position of the enterprise relative to IT control and governance
maturity, and allows the enterprise to select an appropriate ††to-be††level and, after
of the IT governance issues throughout the enterprise, supported by official training, likewise. IT governance is evolving into an enterprise wide process
being integrated its activities with the overall enterprise governance process. At 8. 3 Digital Governance Mechanisms 151
this level, IT decisions are shared between IT department and other business units 5. Optimized: There is an advanced understanding of IT governance, with a
At this level of maturity, enterprise governance and IT governance are linked strategically to increase the company
IT as an integral part of the enterprise and the importance of awareness, com -munication, stakeholders†involvement, accountability and monitoring across the
IT policies at organizations may differ between enterprises; depending on issues such as if rights and responsibilities are distributed well among the appropriate
The case study discussed an identified enterprise in Oman aiming to provide quality services to its citizens
selected enterprise had significant gaps in its security policies and programs exemplified by the lack of consistency across technologies, systems, and processes
level of misunderstanding over just who own which role in the enterprise, and a serious security issue as various consultants and subcontractors were working with
enterprise already used, as well as other different systems from other various government agencies 4. the lack of monitoring mechanisms, providing top management with the ability
data and its implications across the enterprise. The above mentioned problems called for a robust IT governance framework, delivering measurable value to the
Enterprises needed to have a strategic IT governance structure and practices with a focus on security and compliance
goals of the enterprise, implementing IT governance as suitable as possible to this case study, within a shorter time and with limited resources.
The risk of an enterprise not knowing the identity of its business partners is increased by e-commerce transactions
Furthermore, it is considered to be an integral part of enterprise gover -nance and has the ability to provide mechanisms for leadership and organizational
allows an enterprise to transform a technological innovation in sustainable eco -nomic value for the business itself 11
Enterprise identity management, 137,143 Enterprise mobility, 57 F Facebook, 4, 188 Feature buzz, 72 Flexibility, 34,44
Flow betweeness, 69 Freemium, 181 Fuzzy analytic hierarchy process (FAHP), 35 Fuzzy delphi method (FDM), 35
5. 6†Enterprise Drivers Behind the Consumerization of IT 5. 7†Considerations Related to IT Consumerization
Presentation to Joint Committee on Jobs, Enterprise & Innovation 2013 The need for an Open Innovation Model to drive economic development in the South East
Presentation to the Joint Oireachtas Committee on Jobs, Enterprise & Innovation by Dr Willie Donnelly, Head of Research & Innovation/Director of TSSG, Waterford Institute of technology (WIT
How do we align skills provision with enterprise needs now and into the future? 6
Enterprise and Innovation and to contribute to the development of the South East Economic Development Strategy Report.
Strategies are required to drive investment in indigenous enterprise, attracting of relevant foreign direct investment (FDI), the commercialisation of research and the professionalising of manufacturing and services across a range of sectors.
However through extensive collaboration with enterprise and industry experts, the model incorporates reference points to the industry state of the art
The Arclabs entrepreneurial development programme (New Frontiers/South East Enterprise Platform Programme has created 84 new businesses in the past 6 years with a combined turnover of â 29 million,
enterprise support framework and active approach to engagement has transferred know-how and intellectual property to more than 110 multinational and indigenous enterprises throughout the country in the recent past
WIT has a strong track record of engaging with SMES supported by the enterprise support
Arclabs supports the concept of a one stop shop for entrepreneurs and indigenous enterprise. The incorporation of academic researchers, entrepreneurs, high potential start-ups and multinational industries in a shared network supports an open innovation environment with the free flow of ideas
The demand for support in the SME sector is evidenced high by the fact that WIT has completed more than 240 Enterprise Ireland supported Innovation Voucher projects with SME companies
Ongoing continuous proactive engagement between academia, enterprise support and research funding agencies and indigenous industry is essential to ensuring sustainable growth of indigenous industry
How do we align skills provision with enterprise needs now and into the future The South East Region has a lower than average participation rate in higher education.
Enterprise Ireland Government agencies †the Environmental protection agency, the Department of agriculture, Fisheries & Food, COFORD, Failte Ireland, Teagasc
WIT has developed 3 Technology Gateway Centres funded by Enterprise Ireland in the areas of telecommunications and mobile services (TSSG), applied materials (SEAM) and pharmaceutical and molecular biotechnology (PMBRC.
These centres in particular have strengthened considerably the extent of the Institute†s research engagements with regional and national indigenous enterprises particularly in the ICT/software, industrial technologies, medical devices and pharmaceutical sectors
and innovation capacity WIT continues to target opportunities for collaboration funded through Enterprise Ireland†s Innovation Partnership and Innovation Vouchers Programmes.
Furthermore WIT€ s New Frontiers Programme (formerly the South East Enterprise Platform Programme (SEEPP), which has been running for more than 10 years,
continues to be a regional flagship programme providing enterprise education, mentoring and support facilities to regional entrepreneurs each year
and Enterprise Ireland (EI) commercialisation funds. Our research has attracted expatriates to return to Ireland, and has inspired the best and brightest global foreign nationals to live
The impact of this innovation platform was acknowledged recently by Enterprise Ireland in the Public Accounts Debate. â€oewaterford is a shining example of how co-locating the incubation centre with the institute has led to the establishment of a software industry that probably should not have existed in Waterford.
Mr. Gearã id Mooney, Director of ICT Commercialisation, Enterprise Ireland, Committee of Public Accounts Debate, 31 january 2013
Science Foundation Ireland (SFI), the Technological Sector Research Strand III initiative and Enterprise Irelands Capital Equipment Grant for the Institutes of Technology
In a project funded by the Enterprise Ireland Innovation Voucher scheme, the PMBRC isolated and identified 3 impurities in a tablet product being developed by Eirgen Pharma Ltd.
SEAM is funded under the Enterprise Ireland†s Technology Gateway Programme. Since its inception in 2009 SEAM has worked with more than 60 companies throughout the country
The Centre for Enterprise Development & Regional Economy (CEDRE), WIT The Centre for Enterprise Development & Regional Economy (CEDRE) at the School of business in WIT plays a major role in WIT€ s mission to be a major contributor to the economic growth and development of Ireland†s
South East Region. With extensive expertise amongst its academic and research staff WIT is well-resourced to be a key force in supporting,
Eurostat statistics on enterprises in the European union 1. Source: Entrepreneurship in the EU and beyond, European commission
infrastructure and its applications for enterprises continue to develop, the transaction costs of collaborations will
enterprises (SMES) are frequently the source of ideas for products brought to market by large corporations. 4 In
Insights, Junior Achievement-Young Enterprise (JA -YE) Europe, and the European Confederation of Young Entrepreneurs (YES) to survey a broad range of Europeans
or not they go on to found businesses or social enterprises young people who benefit from entrepreneurial learning
Junior Achievement Young Enterprise Europe is Europe†s largest provider of entrepreneurship education programmes. It reached 3. 1 million students
Enterprise and Industry Directorate -General, European Commission Neelie Kroes Vice -President and Commissioner for the Digital
Director-General, Enterprise and Industry Directorate-General, European Commission The role of innovation-driven entrepreneurship in your economy:
-driven entrepreneurship in start-ups and established enterprises. Funding will be channelled to innovation projects supported by a convincing business plan.
The new programme for the Competitiveness of Enterprises and SMES (COSME) running from 2014 to 2020 with a
marks innovative enterprises as a key target group. In our terminology, they are called †growth clients††emerging and
fast-growing ambitious enterprises. For emerging enterprises it means that by the end of the second year of operation
their estimated annual sales must exceed â 200,000 and their export intensity must be at least 25%.
almost 2, 600 enterprises meeting these criteria. Our main task is to help them increase their innovative skills,
enterprises is expressed by entrepreneurs†expectations concerning the increase in employee numbers as well as their ambitions on the international market.
in countries at the same development level, expectations of early-stage enterprises concerning a fast increase in employee
†Enterprise Development Programme: An all-in-one policy instrument, based on strategic client management by Enterprise Estonia, providing coaching
and grants to individual enterprises for activities ranging from R&d and innovation to export marketing
†Cooperation programmes (focusing on smart specialization areas: Incentivizing co-creation, including programmes to support innovation clusters
Promoting the creation and growth of enterprises with global ambition †Venture funds: Including a fund of funds of â 120 million for business angel co-investment, venture capital and
Forty-six per cent of all Finnish enterprises had innovation activity related to products and processes in 2008-2010.
Innovation expenditure reported by enterprises totalled â 7. 3 billion in 2010. †A recent success in fostering entrepreneurship:
For instance, the flagship enterprise Supercell received a â 1 billion investment from Japanese investors. This proves that the quality of deal flow has improved
enterprises is easy and simple to use, and the taxation base is broad and simple for companies and supports growth
growth enterprises in the world. †Figure 21: Jyrki Katainen, Prime minister of Finland, delivering his speech at the project workshop during the World
for effective collaboration and better mutual understanding between public research and enterprises, effective use of existing science and technological infrastructure,
Another difficulty seen by enterprises is increasing cost and impaired access to funding. However, the problems faced relatively differ among enterprises of
different sizes, in particular, with micro entrepreneurs seeing easier access to funding as absolutely crucial. Almost 25
With the growing size of an enterprise, the importance of this issue decreases while the
Enterprise (JA-YE) Europe Various forms of women-led economic activity are important to the growth agenda
-funded and women-led high-growth enterprises. To this end public funds could be to
enterprise system must be set up so as to continuously scan Coral reefs of relationships, niches, innovation nooks and crannies, spanning many different sectors and
5. http://ec. europa. eu/enterprise/policies/sme/facts-figures-analysis /6. EIM Business & Policy Research (2011), Do SMES create more and better jobs
†Foundation for Entrepreneurship Young Enterprise Denmark (2013), Impact of Entrepreneurship Education in Denmark â€
for Enterprise and Industry, European commission, Brussels Ding Chun, Dean, Centre for European Studies, Fudan University, People†s Republic of china
Rodrigo Moreira, Director of Enterprise Development Sara Patricia Rivera, Research Analyst John Rodrã guez, Project Manager
SEV Hellenic Federation of Enterprises Michael Mitsopoulos, Senior Advisor, Infrastructures and Business Environment Thanasis Printsipas, Economist, Entrepreneurship
Enterprise & Development Consultants Co.,Ltd Latvia Stockholm School of economics in Riga Arnis Sauka, Head of the Centre for Sustainable Development
LSE Enterprise Ltd Adam Austerfield, Project Director Elitsa Garnizova, Project Officer & Researcher Robyn Klingler-Vidra, Senior Researcher
medium-sized enterprises (SMES) †continue to suffer from weak access to financing (139th) that,
enterprises and large companies†from the various Figure 2: Country/economy coverage of the Executive Opinion Survey
ability of one enterprise to do as well as, or outperform another company or group of companies while taking into
Because small-and medium-sized enterprises SMES) account for a large share of economic activities in most countries, the Survey aims to collect the opinion
Indeed, small enterprises, defined here as those with fewer than 50 employees, account for 27 percent of the sample
Understanding Regulations for Small and Medium-Size Enterprises 2. 2: Data Tables 426 The Global Competitiveness Report 2014†2015
Understanding Regulations for Small and Medium-Size Enterprises 2. 2: Data Tables 470 The Global Competitiveness Report 2014†2015
Understanding Regulations for Small and Medium-Size Enterprises 2. 2: Data Tables The Global Competitiveness Report 2014†2015 471
Understanding Regulations for Small and Medium-Size Enterprises 2. 2: Data Tables 472 The Global Competitiveness Report 2014†2015
Understanding Regulations for Small and Medium-Size Enterprises; World Economic Forum†s calculations 2. 2:
Understanding Regulations for Small and Medium-Size Enterprises 2. 2: Data Tables The Global Competitiveness Report 2014†2015 503
and Medium-Size Enterprises Pillar 2: Infrastructure 2. 01 Quality of overall infrastructure How would you assess general infrastructure (e g.,
Medium-Size Enterprises 6. 06 Number of procedures required to start a business Number of procedures required to start a business 2013
Medium-Size Enterprises 6. 07 Time required to start a business Number of days required to start a business 2013
Medium-Size Enterprises  2014 World Economic Forum Technical Notes and Sources 542 The Global Competitiveness Report 2014†2015
Medium-Size Enterprises; World Economic Forum†s calculations 7. 05 Effect of taxation on incentives to work
Medium-Size Enterprises Pillar 9: Technological readiness 9. 01 Availability of latest technologies In your country, to what extent are the latest technologies
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