Integrating Circular Economy, Capability Approach and Action Research Maria Angela Ferrario 1 Zoltã¡n Bajmã cy
To be presented at the 11th International Conference of the European Society for Ecological Economics ESEE), 30 june-3 july 2015, Leeds, UK-http://esee2015. org
reflective approach that integrates a) the principles of circular economy b) the practices of open-source
Circular Economy Capability Approach (CA Theme: 7. Special sessions Subtheme: 7. 34. Transformative Science for Transformative Social Change:
We argue that the circular economy approach 10 as well as the human development and capability approach 3 are meaningful ways for exploring potentially sustainable technology development
The circular economy approach is a thinking framework that considers economy as a network of systems that
Ecover, Puma) addressing tensions between economic growth and environmental health and human wellbeing However, we argue that even a sustainably
weakens our economy by concentrating wealth and power in the corporate network of the few 17 instead of
The SMES are the backbone of European economy (there are now over 19 million SMES in Europe) but they are lagging behind in the adoption of e-business as a strategic
of becoming the world†s most dynamic and competitive knowledge-based economy by 2010 with the need to promote an †Information Society for Allâ€,
entirely different in regions with less developed economies, particularly in Southern Europe ï€'The digital divide by company size arising from the significant †gaps†between
This covered the adoption of ICT and ecommerce in all sectors of the economy 2 Benchmarking national and regional ebusiness policies for SMES Final Benchmarking report 12 june 2002
evolution toward the knowledge economy ï€'funding of longer term risk projects that will feed the Small Business cycle on an
managerial expertise needed for operating in a networked economy SMES critically depend on â€oeon-the-job competenceâ€.
result, the preponderance of SMES in Europe†s economy is matched not by their use of
and other stakeholders of these primary species including government agencies, regulators, associations, standards bodies, and representatives
economy /multiregional economy L o c a l d i g i t a l ecosystem /network of local
digital ecosystems Digital environment +se rv i ces f o r agrifood in 3 innovation nodes
continuously evolve aimed at fostering local economic growth through networked nodes of innovation This objective could be achieved by developing an innovative evolving generic
management of the Chile†s economy; the largest project ever launched on this subject (â€oehow should cybernetics be used in the exercise of national
for Europe to quickly exploit the new opportunities of the economy and in particular the Internet.
Parsons sees a social system as part of a social action system that comprises the economy (social adaptation to
contributing to economic growth and job creation see, for example Startx, Stanford†s student start-up accelerator, which in less than a year
characterised by a limited state intervention in the economy (e g. the US, some Western Europe countries), industry is the driving force, with the other two spheres as ancillary
innovation stakeholders are more mature and have attained more complex forms of interaction, the simplified perspective described above is no longer sufficient.
stakeholders from different organizational backgrounds and perspectives can come together to generate and gain support for new ideas promoting economic and social
finance as the engine of New York†s economy. In 2011, New York†s Mayor Bloomberg
bring together various stakeholders to define a common vision and implement a medium-to long-term Strategic
Research Agenda in key industrial areas for Europe's competitiveness and economic growth http://cordis. europa. eu/technology-platforms/.
be too weak to restart the economy. A shift to a knowledge-based economy was
sought, in which universities would play a greater role, moving on from the position of R&d labs for industry they had played earlier.
firms that also outsourced economic activities abroad caused a financial crisis and a policy-making dilemma of whether to continue to support a relatively small group of
stakeholders, such as firms, universities and research institutes, or between small start-up firms and larger (customer) firms (Cooke, 2001),
-1980s to understand innovation and economic growth in evolutionary systems where institutions and learning processes are of central importance (Freeman, 1987,1988;
For example, we know that economic downturn and political crises are a major catalyst for the creation of the Consensus space,
stakeholders in public research priority-setting, licensing and exploitation of intellectual property rights (IPR) resulting from publicly-funded research, IPR awareness and training
the dialogue and collaboration between national and regional innovation stakeholders and creating new platforms for communication,
a Low Carbon Economy: Economic, Institutional and Management Approaches. Edward Elgar Cheltenham 37 Bergek, A s. Jacobsson, B. Carlsson, S. Lindmark,
Journal of Evolutionary Economics 1, 93†118 Carlsson, B.,Jacobsson, S.,Holmã N m.,Rickne, A. 2002.
Paper for The Elgar Companion to Neo-Schumpeterian Economics (downloaded on 9 april 2012 from http://faculty. weatherhead. case. edu/carlsson/documents/Innovationsystemssurveypaper6. pdf
Journal of Industrial Economics 35, 543†563 Cooke, P. 1996. Regional Innovation Systems. UCL Press, London
and the knowledge economy Industrial and Corporate Change, 10,945-974 Cooke, P.,Boekholt, P.,TÃ dtling, F. 2000.
The Warhol Economy. Princeton: Princeton university Press Cusumano, M. A.,Elenkov, D. 1994. Linking international technology transfer with strategy
Economics of Science: From Metaphors to Organizational Behaviours, in: Gambardella, A Malerba, F. Eds. The Organisation of Innovative Activities in Europe.
economic theory, Pinter Publishers, London Edquist, C. 1997) Systems of innovation approaches†their emergence and characteristics
Technology and economy theory. Pinter London Freeman, C. 1991. Networks of innovators: A synthesis of research issues.
From Innovation Emergency to Economic growth. Innovation Lecture, The hague, 26 march 2012 (downloaded on 8 april 2012 from
the Knowledge-based Economy. Leadership 5, 5-23 Godin, B. 2007. National Innovation System: The System Approach in Historical
Distributed economies †A new engine for innovation. Journal of Cleaner Production 13,971-979 Kaufmann, A.,Tà dtling, F. 2001.
Harnessing technology for economic growth, National Academy Press, WASHINGTON DC, pp. 275-305 Kuhlmann, S. 2001. Future governance of innovation policy in Europe†three scenarios
Economy: A Triple Helix of University†Industry†Government Relations. Cassell Academic London Leydesdorff, L. 2000.
The Knowledge-Based Economy: Modeled, Measured, Simulated Universal Publishers, Boca raton, FL Leydesdorff, L. 2008. Configurational Information as Potentially Negative Entropy:
economy in terms of triple-helix relations among'technology, organization, and territory Research Policy 35,181-199 Leydesdorff, L.,Meyer, M. 2006.
Dosi, G. Ed.)Technology and Economic theory Pinter Publishers: London Lundvall, B.-Ã. 1992 (Ed.)National Systems of Innovation.
Cambridge Journal of Economics 23,167-185 Mason, C. and Harrison, R. 1992. Strategy for closing the small firms finance gap, in
Economy and Society. Routledge & Kegan Paul, London Pavitt, K. 1984. Sectoral Patterns of Technical Change:
96) puts it, â€oein an economy where the only certainty is uncertainty, the one sure source
individual entrepreneur, the knowledge-based economy is mixed a blessing: more and more information is freely available,
mainstream economics is abandoned. Likewise the resource-based view, the evolutionary approach stresses the significance of firm†s unique technological
of transaction-cost economics loses its relevance as in-house R&d and external information are not substitutes but complements.
economies in production, and to reduce the time taken to develop and commercialize new products (Tidd et al.
innovation and, concomitantly, technological change and advancement in the economy e g. Howells, 1999; Toâ dtling and Kaufmann, 1999;
Cooke, P. and Leydesdorff, L. 2006), â€oeregional development in the knowledge-based economy the construction of advantageâ€, Journal of Technology Transfer, Vol. 31 No. 1, pp. 5-15
econometric analysis at the firm levelâ€, Economics of Innovation and New Technology Vol. 7 No. 2, pp. 115-58
Small Business Economics, Vol. 30 No. 3, pp. 215-29 Fiet, J. O.,Norton, W. I. Jr and Clouse, V. G. H. 2007), â€oesystematic search as a source of technical
Michie, J. Eds), Innovation Policy in a Global economy, Cambridge university Press Cambridge, MA, pp. 67-93
firmsâ€, Small Business Economics, Vol. 15 No. 1, pp. 59-71 Littunen, H. and Virtanen, M. 2009), â€oedifferentiating factors of venture growth:
Soete, L. Eds), Technical Change and Economic theory, Pinter, London, pp. 349-69 Lundvall, B-AË.
Italian manufacturing sectorâ€, Economics of Innovation and New Technology, Vol. 17 No. 4 pp. 311-29
R-01/1997, Studies in Technology, Innovation and Economic policy (STEP), Oslo, May Nelson, R. R. Ed.)(1993), National Innovation Systems:
OECD (1996), The Knowledge-Based Economy: Science, Technology and Industry Outlook, OECD Paris OECD (2005), The Measurement of Scientific and Technological Activities:
and evolutionary and institutional economics. Miika Varis can be contacted at: Miika. Varis@uef. fi Hannu Littunen, after graduating from the University of Jyvaâ skylaâ,
University of Jyvaâ skylaâ, School of business and Economics, Centre for Economic Research Finland, and a professor of entrepreneurship and regional development at the Department of
Business Economics, Journal of Small Business and Enterprise Development, Entrepreneurship and Regional Development, Family business Review, Finnish Journal of Economics, and Academy
of Entrepreneurship/International Journal of Entrepreneurship. Prior to starting work at the University, he worked in various organizations in both public and private sectors in Finland.
Economics of Innovation and New Technology 1-19 Crossref 2. Haim Hilman, Narentheren Kaliappen. 2015.
Agricultural and Food Economics 3, 10. Crossref 9. Hans LÃ fsten. 2014. Information Structures and Business Performance-Implications for Technology
Technology transfer in a global economy The Journal of Technology Transfer 39,301-312. Crossref 12. Franz TÃ dtling, Markus Grillitsch. 2014.
Economy 5, 330-356. Crossref 13. Thuy Hang Do, Tim Mazzarol, Thierry Volery, Sophie Reboud. 2014.
ï Creating a competitive greener economy -Towards a greener economy -Future transport policy ï Fully exploiting the Single Market
ï Competitiveness in the global market Overall, do you think that the Europe 2020 strategy has made a difference?
worst economic crisis since decades. After the first four years of the strategy the need for
Economic Forum (WEF), the EU-compared with other economies in the developed world -continues to underperform in terms of building a smart, innovation-based, knowledge-driven
economy. It trails other advanced economies in all four â€oesmart†areas identified by the Europe 2020 strategy,
as less competitive markets, more regulatory requirements and fewer available sources of finance make the European operating environment for businesses
its economies to unlock new sources of growth While welcoming the efforts undertaken by the various actors in the EU since 2010
Whilst public investment might be needed to stimulate economic growth, the political will to tear down the remaining barriers to the European Single Market would also have a positive
Has there been sufficient involvement of stakeholders in the Europe 2020 strategy? Are you involved in the Europe 2020 strategy?
progresses, continued stakeholder involvement remains necessary. In this respect Eurocommerce is committed to continue playing an active role;
Transparency & stakeholder involvement are drivers to ensure that all players adhere to the plan
creating jobs in the European economy Tools Do the current targets for 2020 respond to the strategy's objectives of fostering growth and
However, for all European economies investments in knowledge-generating assets will translate into important drivers for future
In a globalised economy, open markets and a predictable trade policy are pivotal in furthering Europe†s competitiveness and job creation.
The next five years will be critical in returning the European economy to growth and job creation. Retail and wholesale can contribute,
What would improve stakeholder involvement in a post-crisis growth strategy for Europe What could be done to increase awareness, support and better implementation of this
Transparency is key for stakeholder involvement. Information made available to stakeholders needs to be easily accessible
and as easy as possible to read. The Commission has often demonstrated its ability to carry out state-of-the-art stakeholder consultations;
existing examples of good practice could inspire other services still lagging behind Evidence-based impact assessments are greatly important to inform legislative decisions
Also dialogues among stakeholders should be encouraged wherever relevant. The sectoral social dialogue in commerce works well and deserves continued support
Eurocommerce has provided detailed comments on impact assessment and stakeholder consultation in two recent position papers
Commerce plays a unique role in the European economy, acting as the link between manufacturers and
and Communication Economy...178 9. 5. 1 The Strategic Variables...181 9. 5. 2 From the Traditional Model of Innovation
Generation Z represents the source and the target for what the Economist called a Data Deluge 4,
relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and
4. The Economist (2010) Data, data everywhere. Special report on information management 5. Davenport TH, Patil DJ (2012) Data scientist:
commodity servers. The second one is the Big Table, which is simplified a model large-scale distributed database.
-lenge for all stakeholders in cloud computing. This happens because of the structure of the cloud computing when the VMS can dynamically migrate from
quality, integration, economics, and professionalism At the third level, these criteria are decomposed into several sub-criteria that
concerned stakeholders 19 2. 4. 2 Cloud computing Project Implementation Life cycle Conway and Curry 12 propose an implementation life cycle for cloud computing
System Function Service Quality Integration Economics Professionalism Usefulness Ease of use Accuracy Tangibles Reliability Security/Privacy
measuring the impact on cost, infrastructure and stakeholders This step faces two important challenges which are defining the enterprise
the relationship with the stakeholders Table 2. 2 Phase 1, activities and outputs of the Investigate step
stakeholders A list of services to be outsourced to the cloud with documented understanding on impacts
stakeholders Decide what type of cloud outsourcing model will be used, and why it is suitable A cloud outsourcing model, with documented
management of the communication to all stakeholders, knowledge retention /transition and acceptance sign off. This step faces challenges such as complying
as well as a transformation of the global economy towards a service economy, through a consequent change in IT innovation for
service management, as claimed by Rai and Sambamurthy 4 Table 3. 1 shows the main digital enablers that Rai and Sambamurthy 4
Ghose et al. 28 which explores the difference in economics between the two settings, focusing on the relevance of ranking
stakeholders in general, not so many are now able to guarantee a suitable degree of attention on this matter.
through the involvement of external stakeholders and users, likewise As a consequence, Nokia†s employees were able to enhance their capabilities in
In fact, a Gartner group prediction, reported by the Economist 4 states 1 billion smartphones will be sold in 2015, up from 468 million in 2012
and engage stakeholders: companies need to consider creating a master vision of the BYOD program by engaging
stakeholders early in the IT consumerization process. This covers employees from human resources and legal to IT, corporate services, and most impor
Stakeholders 2 Update Security Model 3 Decide on OS and devices 4 Plan Deployment 5
4. The economist (2011) consumerisation†the power of many. economist pp 1†4 5. D†Arcy P (2011) CIO strategies for consumerization:
specialists such as economists, social psychologists, anthropologists, organiza -tional theorists, educators, and others who could explain
global economy in comparison to a single country or region. For example, there is a difference in the infrastructures from the development level and maturity points
the different or even conflicting goals that the various stakeholders in global IS projects often have.
typical virtual groups within the same economy or region. Researchers and practitioners need to investigate the previously mentioned causes and other issues
economy 6 However, confusion can happen because of the lack of common understanding of the Cross Organizational Collaboration (COC),
•Indirect losses are ††the monetary equivalent of the losses and opportunity costs imposed on society by the fact that a certain cybercrime is carried out, no matter
relates to its stakeholders and the environment) ††18, p. 1119. As a consequence
can be defined as the sum of perceptions and expectations of the stakeholders and the public of a given business 18,19.
Retrieved from http://stakeholders. ofcom. org. uk/binaries/consultations/0870calls/summary /0870condoc. pdf. Accessed 16 january 2014
strategy need for superior business results for all stakeholders 3 Notwithstanding IT performance is linked directly to the long term conse
company, which cannot always guarantee the best results for all stakeholders. As a consequence, IT governance should involve everyone:
resources on behalf of the stakeholders who expect a return from their investment The people who are responsible about this stewardship will look to the manage
which includes not only the core web team and business stakeholders but also the web managers within the organization and deep and rich support infrastructure that
stakeholders. However, if these potential answers for the investigated problem were met not, a cycle of discussions about the suggested solutions, responsibilities
especially when so many stakeholders and processes are involved. However, by breaking this task into small, strategic steps,
4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies and cascading them down in an
stakeholders to request controlled changes as exceptions Define a benefit management system and set achievable targets/expectations
2. Portfolio management (incl. business cases, information economics, ROI payback 3. IT budget control and reporting
-cess would have positive effects on the business stakeholder satisfaction while, on the other hand, improvements of the problem management process would not have
provide electronic services to its stakeholders, thus, increasing their interaction For example, the system integration of Ministry of Education with Ministry of
hence, stakeholders should consider the components that suit their case studies The second case study discusses the implementation of IT governance to
economics, as the term appears for the first time in the literature in an article dated 1957 1 and, subsequently, in 1960 2. Moreover, we can argue that this concept
however, only a simplified model of the real economic system in which entrepreneurs and managers need to consider the crucial points such as
economic value Technology; structure of the value chain; mechanism that generates economic value Venkatram and Henderson 1998 23
A strategy that reflects the architecture of a virtual organization along three primary vectors: interaction with clients
stakeholders. This chain is a multi-actor network that includes suppliers, inter -mediaries and partners through which value is created and exchanged
that collapsed at the outbreak of the new economy bubble during the years 2000 and 2001 can be identified precisely in the absence of an economically successful
transformed into economic value. The centrality of the business model can be defined through the two following core processes any company is necessarily
the process of economic value appropriation. A profitable and sustainable business model must articulate not only the operations
stakeholders such as customers, suppliers, competitors and suppliers of comple -mentary services, outlining the relationship between the parts that make up an
-called industrial economy and will therefore be called upon to design and implement a business model able to deal with and exploit such characteristics of
the traditional industrial economy on one side and that of the digital economy on the other.
In the industrial economy a process of value creation starts from raw materials and from the physical inputs that are needed to produce finished products
The industrial economy is driven by the offer side with a constant focus on cost containment, while, as already discussed, the
economy, the essential input of the value creation process is information itself, for example, customer profiles and preferences that companies need to collect
However, in the industrial economy knowledge generation and application processes are aimed essentially at making production more efficient
the productive processes of economic activities they touch and producing a dif -ferent distribution of wealth compared to the situation before their introduction
Industrial economy Digital economy Business process orientation •Guided by offer •Guided by demand Economic focus •Cost minimizing •Value maximizing
and Communication Economy The consolidation of the information and communication economy is the culmi -nation of the process of evolution that had the service economy gradually replaced
the industrial economy, and its extraordinary success is mainly due to the strengthening of its main infrastructure, the network.
In this context, information is 178 9 Reinventing Business models defined as any product that can be digitized,
represented as a sequence of bits and thus distributed rapidly and at an irrelevant cost over the network. 3 Newspapers
using the terminology of economic theory these products are characterized by high fixed costs and low marginal costs.
This type of cost structure implies that there is a minimum efficient scale of production and dissemination and that the declining average costs requires an increase in
9. 5 The Business model in the Information and Communication Economy 179 experience goods must devise strategies to persuade users to overcome their
of the information economy can be summed up in the contrast between the need for users to understand the characteristics of the main product/service that is
peculiarities of the information economy, is the so-called ††freemium††(combi -nation of ††free††and ††premium†â€.
9. 5 The Business model in the Information and Communication Economy 181 companies for many years, pushing towards a profound transformation of these
9. 5 The Business model in the Information and Communication Economy 183 broadening the portfolio of solutions and projects
the output of R&d in economic value, not only through the direct marketing of ideas and technologies,
and involving all stakeholders, both internal and external in the process of innovation through the creation of strategic alliances.
which companies lose liquidity and customers feel stressed. Bringing the payment platform to a simple e-mail helps in
The New york times, The Economist, The Wall street journal and other publi -cations). ) On the Mobile Payments side, the ios and Android app, on the one hand
9. 5†The Business model in the Information and Communication Economy 9. 5. 1 The Strategic Variables
Economic growth is increasingly related to the capacity of regional economies to change and innovate. Regions and cities have become the primary spatial units where knowledge is transferred,
Fragmentation of effort can be overcome by bringing the stakeholders together to develop and implement an integrated strategy for the economic development in the Region
and considerable experience of translating this into benefits for society and the economy. Over the last 12 years, the Institute has secured through competitive bidding on a national and European level in excess of â 112 million in external research funding.
Sustainable economic growth is increasingly related to the capacity of regional economies to change and to innovate.
innovation and development delivering high quality sustainable economic growth. Further strengthening and investment in the research and innovation infrastructure and capacity within the South East Region is critical to its future.
which have the potential for regional economic growth particularly the sectors of ICT, biopharmaceuticals and advanced manufacturing.
WIT is providing national leadership in the areas of ICT for agriculture, Eco-Innovation and ICT for Health care Services in partnership with regional stakeholders
Increasingly these programmes are developed in partnership with regional stakeholders delivering customised curriculum reflecting their needs.
stakeholders should encourage it knowing that the circulation of knowledge, skill and labour is what is required to build regional wealth and sustainability
Such a strategy requires a greater alignment of the role of stakeholders including government, industry and higher education.
WIT€ s research and innovation model has proven its ability to create real economic growth. Investment is required now to scale the model across the Region accelerating its economic impact
and knowledge exchange with research partners, regional and national stakeholders and industry. In particular through EU Framework Programmes and the SFI Strategic Research Clusters Programme, WIT through the TSSG as an established record of large scale research collaborations with multinationals such as IBM, Cisco, and EMC.
The Centre aims to promote regional economic activity, through the creation of a strong applied research base
It is estimated that each job in the Health Services sector supports 1. 18 jobs elsewhere in the economy.
The purchasing power of hospital employed staff has been estimated as worth more than â 242.34 million to the south East economy
WIT€ s role in Supporting the Health Related Economy WIT supports regional health related services and companies through two mechanisms †its health focused research activity and the development of human capital in health services and health
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,
Europe†s economy and society? It is reasonable to assume that European output and productivity growth would be significantly
collaboration across different disciplines and stakeholders. The report is the outcome of close engagement between the Forum†s
innovation divides between European economies as well as between Europe overall and comparator economies such as the United states. The report suggests a forward-looking
agenda designed to contribute to Europe†s competitiveness and growth by encouraging a robust environment of
Stakeholders have significant scope to positively influence external factors affecting each of these phases. Survey
better conditions for cross-stakeholder or cross-regional collaboration between different actors In addition to policy-makers†ongoing efforts, private actors
-driven entrepreneurship in Europe, stakeholders need to focus, connect and partner Section four proposes a pan-European agenda for more
More explicit criteria that can help stakeholders identify and invest in momentum-building entrepreneurship initiatives are needed
stakeholder need to create better and new connections across countries, sectors and programmes that meet key
Building on an enabling network, stakeholders must be encouraged and supported to collaborate and partner across initiatives, regions, organization types and sectors to
advanced economies, and in the Eurozone in particular where growth rates remain low and unemployment stubbornly high.
its competitiveness and set its economy on a more solid footing. This is due, in part, to continued uncertainty about
European, many other European economies have much ground to cover. This result is confi rmed by the Forum†s
economies and the greatest divergence between its member states with regard to measures of â€oesmart†growth particularly with reference to the digital agenda and
Turning an innovative idea into economic activity creates companies, economic growth and jobs. However, the entrepreneurial life cycle is designed not to end at the
successful scaling of a venture. The goal of a healthy and robust entrepreneurial ecosystem is to foster serial
entrepreneurs from these economies to Central and Eastern European (CEE) countries to take advantage of lower fixed
Partnering across stakeholder groups to improve regulatory framework Start-up Europe was launched in March 2013 with
Increased demand for collateral after the economic crisis restricts access to bank loans for entrepreneurs The European Small Business Finance Outlook 2013 and
the financial and economic crisis continues to impact capital supply by influencing financing conditions. In particular greater demand for collateral by banks has made it more
fuelling the European economy Jan MÃ hlfeit, Chairman, Europe, Microsoft Corporation Benefit for large corporates Benefit for entrepreneurs Risk to one or both partners
shareholder issues, their board growth strategies and other challenging real-life issues They receive peer-collaborative feedback from an experienced community of CEOS
The role of innovation-driven entrepreneurship in the economy: Which role does driven innovation entrepreneurship play for your economy?
Could you estimate what proportion of SME employees in your country are working in innovation-driven SMES
In general, policy-makers highlighted the important role of entrepreneurship for the European economy. Key activities on the
-stakeholder or cross-regional collaboration between various actors Daniel Calleja Crespo Director-General Enterprise and Industry
Economy of Portugal David Willetts Minister of state for Universities and Science of the United Kingdom Figure 19:
The role of innovation-driven entrepreneurship in your economy: â€oemore than 20 million SMES in Europe have a key
The role of innovation-driven entrepreneurship in your economy: â€oeinnovation-driven entrepreneurship is seen as a key driver of growth for the years to come.
The role of innovation-driven entrepreneurship in your economy: â€oeinnovation-driven entrepreneurship is one of the
key focus areas in the Finnish government†s economic policy. Most of the economic policy measures that the government
takes include the aspect of supporting innovation. Forty-six per cent of all Finnish enterprises had innovation activity
The role of innovation-driven entrepreneurship in your economy: â€oeit†s quite simple †it†s about growing the economy
and solving our social challenges. If we just do the same things over and over again, or just open corner shops, then we
The role of innovation-driven entrepreneurship in your economy: â€oeentrepreneurs play a key role in securing
competition and innovation in the economy. In recent years innovation-driven entrepreneurship has become an important
global knowledge economy Open and innovative large companies play a vital role in the emergence and development of entrepreneurial ecosystems
Minister of Economy of Portugal The role of innovation-driven entrepreneurship in your economy: â€oeinnovation-driven entrepreneurship played a
central role during the recent period of strong economic adjustment, where, leveraged by its effects, the Portuguese
economy suffered structural changes: becoming a highly exporting, increasingly innovative and entrepreneurial economy Our exports have grown significantly (at the fastest pace in EU15,
and have increased their technological profile). Our innovation performance posted the highest growth in the EU,
The role of innovation-driven entrepreneurship in your economy: â€oeinnovation-driven entrepreneurs introduce new products, new services and new methods, thereby making a significant contribution to the Dutch economy.
Among the innovation-driven economies in the EU-28, The netherlands is the most entrepreneurial economy in terms of new and
nascent entrepreneurship according to the Global Entrepreneurship Monitor. †A recent success in fostering entrepreneurship: â€oerecent successes by The netherlands in improving the conditions for
this, there is an ongoing dialogue with the relevant stakeholders to discuss factors that hamper growth
The role of innovation-driven entrepreneurship in your economy: â€oeinnovation-driven entrepreneurship is one of the
most important drivers for sustainable development of the economy in the Czech republic. This is reflected in several
of several stakeholders, mainly the media, but also other actors who can motivate highly-skilled people to found an
The role of innovation-driven entrepreneurship in the economy: â€oeinnovation-driven businesses of all sizes display
time, on an economy-wide scale, innovation has contributed as much as 70%to the UK€ s economic growth.
including the economy, taxation, regulations, competition and cash-flow issues. There were also a number of barriers that innovative SMES experience over and above those that
stakeholders better Together, focusing stakeholders on what works at scale connecting actors and developing effective partnership
approaches can lead to a more integrated innovation ecosystem that can contribute to growth in European
relevant stakeholders, including entrepreneurs, interested businesses, civil society stakeholders, investors and potential mentors. Emerging examples of resources and
partnership networks are detailed below Partner: Developing entrepreneurship initiatives that achieve both scale and momentum by connecting
stakeholders better The ultimate goal of this report is integrated a more European innovation ecosystem that supports serial
stakeholders. Linking stakeholders and programmes across countries, sectors, industries and areas of focus can help
activities that produce tangible results achieve greater scale and momentum. Fully 80%of project survey participants
The key to success of this agenda is mobilizing stakeholders who are willing to promote it in multiple contexts.
various stakeholders across Europe Figure 24: Survey Results: Personally, to Foster Entrepreneurship I Would be Willing to Engage in the Following Action This
Various forms of women-led economic activity are important to the growth agenda But the greatest impact could be delivered by increasing the number of women
for sustainable economic growth Clayton Christensen, Professor of Business Administration, Harvard Graduate school of Business Administration It†s time for a fundamental change of
European stakeholders must prepare for new public and private-sector activities that will unleash future waves of
of the sharing economy (in the form of Airbnb and Uber is challenging government and industry approaches in the
continued growth and productivity in European economies Understanding, anticipating and shaping these shifts will be critical to ensuring that Europe prepares ecosystems ready
Today, with the need to invest in innovative economies and innovative governments higher than ever, a key
stakeholder communities (including business and civil society), because the duration of the policies required will exceed often that of their electoral
best fit in a future global knowledge economy. For example, a key issue to be considered in such a
of economic growth, innovation and technological progress, they have brought much good to humanity. But as the financial crisis of 2008 has demonstrated, large
traditional and nontraditional stakeholders and the environment, and a change of outlook among the top
that harness â€oeswarm Economics, †with hundreds of thousands of individuals coming together to solve the highest value problems, animating the notion that
Economics, Grenoble Graduate school of Business France, and Instructor, Harvard university Extension School, USA Olaf Groth, Professor for Global Strategy, Innovation
Management and Economics, HULT International Business school, USA 53fostering Innovation-driven Entrepreneurship in Europe The transition to this scenario has occurred in
developing economy multinationals finding advantage in harvesting opportunities in diverse parts and corners of their economies.
At first, new forms of communication and coordination meant that the benefits of acquisition outweighed the challenges of organizational complexity
treated societies, markets and stakeholders as a â€oecoral Reef†consisting of diverse pockets of opportunity.
closely connected with their stakeholders and broader society. New social and economic challenges will emerge, driven by how political systems and economic
sets of stakeholders that are contributing to or are impacted by convergence issues 54 Enhancing Europe†s Competitiveness
Realizing scale economies will have to happen through shared infrastructure systems with other corporations and civic and financial institutions that are modular
scale economies across these different parts of the Coral Reef and the different convergence spaces will be highly
In this way, problem stakeholders can become solution co-innovators in a sustained fashion and the role of the
Stakeholders should tap into this motivation at scale to create the most supportive environment possible for each
stakeholders need to focus, connect and partner creating greater transparency and increasing collaborations across sectors
European stakeholders must be prepared to harness these shifts, rather than block them, to ensure that Europe regains
1. The entrepreneurial life cycle is defined here as including the factors influencing an individual to turn an idea into economic activity or
Diedrichs, E. 2013), Do SMES lose their appetite for innovation during the economic crisis? Blog on Innovationmanagement. se
†Barclays report, written by The Economist Intelligence Unit (2014), Start me up: Creating Britain†s entrepreneurial
Management and Economics, HULT International Business School, USA Mark Esposito, Associate professor of Business and Economics, Grenoble Graduate school of Business, France
and Instructor, Harvard university Extension School, USA Survey partners JA-YE Europe Caroline Jenner, Chief executive officer Elina Konstantinou, Director of Communications
Blair L. Fortner, Global Chief Economist, Monsanto Company, USA Hamish Forsyth, Cofounder and Director, Strategy
Antã nio Pires de Lima, Minister of Economy of Portugal Benoit Potier, Chairman and Chief executive officer, Air
M. Willem van Eeghen, Lead Economist, Office of the Chief Economist for the Europe and Central asia Region, World
Bank, WASHINGTON DC Maria Fanjul, Chief executive officer, entradas. com, Spain Charles Grant, Director, Centre for European Reform (CER
Economy and Geopolitics, Spain Mark Spelman, Global Managing director, Accenture, United Kingdom Pawel Swieboda, President, demoseuropa-Centre for
Caroline Galvan, Economist, Global Competitiveness and Benchmarking Network Peter Gratzke, Senior Project Associate, Investors Industries
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011