•They get stakeholders fully involved and encourage innovation and experimentation •They are based evidence
stakeholders and companies (nationally and internationally based. The categorisation 5 Action Plan †The European Agenda for Entrepreneurship, European commission, COM (2004
up basis from national funding agencies and other stakeholders. An indicative †long list†of
basis for targeted consultation with stakeholders. In some cases, areas were amalgamated at this point based on the deliberations within the TWG
Stakeholder engagement events were organised by each of the TWGS at which the TWG perspectives were shared with stakeholders
in order to elicit feedback. In parallel, the Steering Group invited the main enterprise and higher education representative bodies to provide
formal written inputs to the stakeholder engagement documents compiled by each TWG TWGS, having considered the stakeholder feedback,
made prioritisation and elimination decisions in working group meetings using a scoring methodology based on the criteria
Discussions with stakeholders were ongoing throughout the process through formal briefings and bilateral meetings with stakeholder groups
6. 3. 2 Final Deliberations A further large-scale stakeholder engagement event was organised in early September 2011 to
gather feedback from stakeholders on emerging priorities. Based on these inputs and further deliberations the Steering Group agreed the priority areas to be recommended to
Government There were a number of areas that received significant exchequer funding prior the NRPE that
It was based on a strong evidence base and rigorous analysis combined with stakeholder broad based) judgement
Extensive stakeholder involvement was achieved throughout the process from consideration of the need for a prioritisation exercise, through the background analysis and planning phases
working groups, expert consultancy, broader stakeholder engagement through round table workshops, a conference style event with plenary
process, and throughout the process bilateral engagements with key stakeholders A wide range of actors were involved including representatives from academia, industry
Government departments, agencies and stakeholders to ensure a coordinated approach to developing the action plans and drive greater coherence across the system at the level of
Key values that will animate regional stakeholders in delivering their missions ï partnership ï creativity
ï Online consultation with RDI experts and stakeholders †proposals of promising R&i programs for each candidate field;
ï Large-scale online consultation of experts and stakeholders on the 90 R&i fiches †quantitative evaluation, backed up by pro/con arguments;
stakeholders and political decision version July(?2014 Smart specialization fields •Bioeconomy •ICT •Energy & Environment
number of experts and stakeholders, including representatives of the business community. A commitment to the project was secured from a broad group of key actors †decision-makers in
gradually by groups of experts and stakeholders, on the basis of available evidence, with input
In the second stage, 13 panels of 15-25 experts and stakeholders worked from this input as well
important stakeholders. Such an approach is justified by the need to accumulate and retain vital know-how, skills and human capabilities within the extensive system of the organization
networks and clusters with other important stakeholders. Therefore, there are some major managerial implications for SMES that derive from the analysis of the Romania†s R&d and
and rallying regional stakeholders and resources around an excellence-driven vision of their future. It also means strengthening regional innovation
through peer reviews involving public officials, practitioners and regional stakeholders. The goal of this approach is to avoid unnecessary duplication and fragmentation of efforts,
stakeholders and encourage innovation and experimentation 24. In Romania, the authorities have decided to promote a National Smart Specialization Strategy
A concern highlighted in interviews with R&d stakeholders as well as with the private sector was the lack of entrepreneurial and business management know-how.
connect national and local stakeholders and help to improve the regional innovation system (see Box
stakeholders in the region do not have much experience with licensing and not sufficiently aware of the potential
key stakeholders in the region, would hold quarterly meetings and design common projects, bringing on
A tourism cluster can support cooperation between tourist stakeholders and between the tourism sector and different innovation actors.
among different stakeholders in the region. For those policy areas where the RDA is not directly responsible to
acting in partnership with other stakeholders) projects of regional and intraregional interest, and develop relationships with international bodies for promoting the regional interest
Regional stakeholders and policy makers could launch a pilot initiative to support the economic development of the mining and
stakeholders, such as a stock exchange center, an accredited laboratory for food safety and veterinary tests or a laboratory and innovation center for textile industry
stakeholders and policy experts will help the Commission to decide whether to submit new proposals for legislation on universal service obligations in the
 Stakeholders  present  in  the  debates  at  EU  level
 stakeholders  have  different  although  mostly  not  explicit  visions
 stakeholders  in  the  discussion  on  smart  grids  at
 stakeholders  and  is  now  gaining  such  a  momentum
 stakeholders  in  different  countries  with  differ- †ent
 stakeholders  there  seems  to  be  a  growing  acknowledgement
 stakeholders  is  the  Smart  Grids  European  Technology  Platform
 stakeholders. 34  Its  mission  however   includes  ensuring  that
 Stakeholders  present  in  the  debates  at  EU  level
 stakeholders  are  represented  The  most  important  ones  are
 stakeholders  involved  shows  that  overall  the  directly  interested
 stakeholders  is  the  Global  Smart  Grid  Federation69 Â
 stakeholders  share  this  vision  When  consumers  start  to
 stakeholders  different  models  are  being  proposed  and  discussed
 stakeholders  more  directly  involved  only  have  started  to
 stakeholders  involved  •cultural  gaps  between  policy  and
 stakeholders  the  cul- †tural  reluctance  and  the
 stakeholders  are  unhappy  with  this  lack  of  transparency
 stakeholders  involved  raising  awareness  for  the  issues  and
 stakeholders  positions  and  suggestions  A  key  difficulty  is
 stakeholders  have  different  although  mostly  not  explicit  ideas
•Four meeting of information of stakeholders in July (economic and social partners, research, innovation, education
stakeholders Basic document analysis of regional potential Basic document SWOT Meeting with stakeholders Vision and
challenges Future global vision Meeting with ECÂ's adviser Meeting with stakeholders Selection of priorities
Policy mix roadmap and action plan Integration of monitoring and evaluation mechanisms Approval by Aragonese
†A good dialogue with all stakeholders •Establish a strong monitoring process of the RIS 3
†A common vision with all stakeholders in the long term †Good alignment of Aragonâ's RIS3 with funds available in the frame of the
1. Is the strategy based on appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas
ï The communication process to stakeholders and the general public, the mechanisms for ensuring support for the strategy from critical groups and the active participation of such
deploy a communication strategy directed to all stakeholders and also to the regional public opinion
q) The communication process to stakeholders and the general public, the mechanisms for ensuring support for the strategy from critical groups and the active participation of such
a communication strategy directed to all stakeholders and also to the regional public opinion However, the process is in the right way and,
Implican plenamente a los actores involucrados (stakeholders) y promueven la innovaciã n y la experimentaciã n
stakeholders) y promueven la Estã¡n basadas en evidencias e incluyen sistemas sã lidos de control y evaluaciã n
with new relationships with stakeholders and territories. It seeks new answers to social problems by identifying
stakeholders around related industries in a specific geographical area. This makes them a form of â€oeinstitutionalised clustersâ€
stakeholders, including entrepreneurs themselves, the general public, policy makers and even school children. A programme of innovation awareness has also been developed by Enterprise Estonia;
how it wants to achieve its goals, what stakeholders needs to be involved, and what regular measurement systems need to be embedded into
and economic stakeholders is therefore to help the less well-off adapt to new and changing
This multi-stakeholder Forum was created in April 2000 with the main Box 5. 6. SIEL Bleu (France
stakeholders and territories â€oesocial innovation seeks new answers to social problems by: identifying and delivering
it is the result of the joint efforts of multiple stakeholders Box 5. 7. Individual Development Accounts (IDAS
stakeholders involved, which shows, once again, that social innovation is often the result of networks and partnerships.
and can deal with new relationships with stakeholders and territories. †Social innovation†seeks new answers to social problems by
stakeholder principle, which stands in stark contrast to the notion of shareholder capitalism Social enterprise
Atlanta†s urban informal stakeholder networks is noteworthy in this respect. Simplified Stone argues that, in order successfully to implement change in an urban setting, local
Entrepreneurs and their stakeholders, in the words of Sarasvathy and Venkatraman 2011), â€oeoften end up co-creating new opportunitiesâ€.
all stakeholders, including the groups who are intended to benefit, to articulate expected achievements. Carol Weiss, who is associated closely with the development of the â€oetheories
and partnership between various stakeholders (the public sector, private enterprise and the free market, civil society, the charitable sector and individual citizens) that make up the
EFFECTIVE STAKEHOLDER MANAGEMENT...18 IV. COLLABORATION...18 V. CONVERGENCE AND INTEGRATION...19 D. WHO ARE THE STAKEHOLDERS?..
19 3. THE AREAS THAT ARE POISED FOR GROWTH...20 4. CONCLUSION...21 Social Innovation to answer Society†s Challenges
stakeholders in our global future In the second half of this Whitepaper we will go on to define Social
deliver it successfully, the business models of the future, the stakeholders and the areas and sectors that are poised for the highest growth
has many stakeholders †companies, social enterprises, governments NGOS, charities and public sector organisations to name but a few.
stakeholders and integrating those expectations into its management and business value creation with a strong focus on technology deployment and
multiple stakeholders, the initiative focuses on energy and transportation infrastructure and the application of autonomous
different groups of stakeholders involved. There is also increased involve -ment from the society (users, patients, citizens etc.
The B2s perspective is created by a complete stakeholder focus and is a core element of Social Innovation.
EFFECTIVE STAKEHOLDER MANAGEMENT The long-term success of Social Innovation lies with the proactive engagement of local stakeholders and beneficiaries.
Crucial to this success is the ability to understand the local impact of global mega trends and
models tend to involve multiple stakeholder groups and the successful social innovators will be those that can bring integrated solutions to deliver
clear value and benefits to the multiple interconnected local stakeholders Successful Social Innovations tend to occur within a cross sector context
where different stakeholders from different sectors of society, government or industry work together towards common goals and hence share
collaborative working between the multiple stakeholders. Projects are often large and complex, meaning that smooth delivery of innovative
m-services) to play a role in collaboration by enabling stakeholders to work competently, effectively and efficiently, with par tners, anytime and
optimise stakeholder processes and increase productivity One example is Cisco and Schlumberger who have worked together to
D. WHO ARE THE STAKEHOLDERS Social Innovation at its best delivers value to the full spectrum of
stakeholders: Positive transformational change to communities; accelerated advancement for Governments; enhanced efficiency and sustainability to
Key Stakeholders for Social Innovation â€oeability to deliver integrated, converged and connected solutions is a critical
Multi-Stakeholder Models â€oeclinics Set up Overseas Using NHS Brand †The Department of health DH) and the UK Trade and
a balance between profit for stakeholders and improved lives for individual citizens, focusing on progress both for business and our global society.
State Agencies and stakeholders to monitoring the progress being made on the ongoing implementation of the recommendations contained in this report as well as other policy initiatives
and that brings together representatives of the key stakeholders, with clear lines of work through subcommittee structures
Stakeholder consultation meetings were held in each of the five counties. The Joint Committee invited key witnesses from the region to a special sitting of the committee to discuss specific solutions
This report placed a particular emphasis on adding to the sum of research that already exists by consulting directly with the widest possible range of stakeholders in the region
where opportunities are established for employers locally to engage with all education stakeholders (from primary right through to FET and third level
Any business model for Rosslare Europort and its business stakeholders needs to track emerging trends and respond to them appropriately so as to ensure timely investments are made
New Business model †A shared vision and action plan is needed across all key stakeholders on the appropriate business model for the Port
to bring together the various stakeholders to share information; resources and develop an holistic package and marketing brand for the county.
ilte Ireland and other relevant stakeholders. †Colin Buchanan Consultants published results of a survey of businesses in their Waterford Airport Economic Impact Assessment in February 2010
The Regional Aid Guidelines 2014-2020 were adopted after extensive consultations by the Commission with many stakeholders and with the European parliament, the Committee of Regions and the European Economic and Social Committee
Such a strategy will require a level of combined effort among stakeholders across the region and recognition that a rising tide lifts all boats
and how it creates value for its stakeholders (2000 b. Timmers defines the business model as architecture for product, service and
stakeholder identification, value creation, visions, values and networks and alliances 2. 2 Why Digital Business models
stakeholder network, value interfaces, value ports and value exchanges 8 No No Linder and Cantrell
perceived by employees and other stakeholders, their resistance to change will be more intense ï lack of leadership.
This suggests that stakeholders need to be comfortable with a certain amount of uncertainty and need to be open to the possibility of
stakeholders, they are developed usually through an incremental process. This chapter presents the current status of the development of a reference architecture for the RWI as
Due to the existence of multiple stakeholders with conflicting goals and policies modifications to the existing Internet are limited now to simple incremental updates
-quire agreement among all stakeholders, they are developed usually in an in -cremental process. This paper presents the current status of our work on a refer
mutually beneficial situation for all stakeholders in a Future Internet scenario, the â€oetri -plewin†investigations determine the key goal of Economic Traffic Management
-form with a variety of stakeholders involved, the key motivations of each of them and
-economic domain of Internet stakeholders. In turn, the chapter outlines a new meth -odology, with which tussles are analyzed.
the overlay traffic in a way that is mutually beneficial for all stakeholders of the Future Internet. This"Triplewin"situation is the target of Economic Traffic
stakeholders (end users, service providers, and ISP) would benefit thereby and under which circumstances â€oetriplewin†arises.
Stakeholders Incremental Implement Wider scenario Deployment Adoption Implement Network effect Network effect Testing Testing Testing
Then each step may involve different stakeholders, for example Bittorrent was ini -tially adopted by application developers (and their end-users) to transfer large files
particularly important because different stakeholders are involved †equipment ven -dors implement, whilst network operators deploy;
as only one stakeholder is involved viz the data centre operator Fig. 2. Potential MPTCP deployment scenario, in a data centre.
Both the devices and servers are under the control of one stakeholder so the end user †unconsciously†adopts MPTCP.
Several stakeholders may now be involved. For instance, it is necessary to think about the benefits and costs for OS vendors, end users, applications and
sender, is problematic as it requires several stakeholders to coordinate their deploy -ment 9. Since this is likely to be difficult,
stakeholder cooperative behavior are no longer valid. Conflicts have emerged in situations where there are opposing interests. Previous work in the literature has
Accordingly, different stakeholders in the Internet space have developed a wide range of on-line business models to enable sustainable electronic
-petitive behavior of different stakeholders involved in building and using the Internet That is, a tussle is a process in
which each stakeholder has particular self-interests, but which are in conflict with the self-interests of other stakeholders.
Following these interests results in actions †and inter-actions between and among stakeholders. When
stakeholder interests conflict, inter-actions usually lead to contention. Reasons for tussles to arise are manifold.
Overlay traffic management and routing decisions be -tween autonomous systems 11 and mobile network convergence 10 constitute only
the future Internet is in the number of observed stakeholders in the current Internet and their interests.
-ers, tussle analysis becomes an important approach to assess the impact of stakeholder behavior This paper proposes a generic methodology for identifying
-sively, allowing for more stakeholders, tussles, etc. to be included in the analysis. It is out of the article†s scope to suggest where the borderline for the analysis should be
1. Identify all primary stakeholders and their properties for the functionality under investigation 2. Identify tussles among identified stakeholders and their relationship
148 C. Kalogiros et al 3. For each tussle a. Assess the impact to each stakeholder
b. Identify potential ways to circumvent and resulting spill overs. For each new circumventing technique, apply the methodology again
all important stakeholders affected by a functionality related to a protocol, a service or an application instance.
The outcome of this step is a set of stakeholders and attrib -utes such as their population, social context (age, entity type, etc.
as well as the relative influence across stakeholders change over time The next step aims at identifying conflicts among the set of stakeholders and their re
-lationship. In performing the first part of this step the analyst could find particularly useful to check
from the perspective of each stakeholder. In the ideal scenario a tussle outcome will affect all stakeholders in a nonnegative way and no one will seek to deviate;
thus an equilibrium point has been reached. Usually this is a result of balanced control across stakeholders, which means that the protocols implementing this functionality follow
the Design for Choice design principle 5. Such protocols allow for conflict resolu -tion at run-time,
or all †stakeholders are satisfied not by the tussle outcome and have the incentive to take advantage of the functionality provided, or
-dence from which one can draw inferences about stakeholders and tussles. For all steps of this methodology except for 3a,
systems with multiple stakeholders, multiple quantitative and qualitative sources of evidence may be required to better understand the actual and potential tussles.
set of stakeholders is extended to include ASPS as well. The new tussle involves ISPS and ASPS (e g.
In the third iteration it will be assumed that the policy-maker (a new stakeholder decides to intervene, with the important advantage of proactively seeking the socially
lead to new tussles (spill over) that may involve new stakeholders as well. For example the Tussle I among Actor A and Actor B may trigger the Tussle II involving the same
stakeholders, or a Tussle III among Actor B and Actor C. This basic model is extended
-nomic tussles refer to conflicts between stakeholders, motivated from an expected reward gained (or cost avoided)
tussles refer to conflicts between stakeholders that do not share the same social inter -ests, or that have repercussions into broader society as a result of changes in the tech
set of stakeholders follow economic objectives and their actions affect the social in -terests of other stakeholders
3. 1 Tussle Patterns We have identified an initial set of four tussle patterns that include contention, repur
represent a conflict among two stakeholders, while a dotted rectangle shows the se -lected set of resources when at least one stakeholder has the ability to influence the
outcome. Based on the context, a reverse tussle pattern may also be present. The char -acteristics of each pattern can be seen in many current and future Internet scenarios
an individual stakeholder can be a resource consumer in one tussle, but a provider of a
Economic tussles refer to conflicts between stakeholders, motivated from an expected reward gained (or cost avoided)
can occur between collaborating stakeholders due to different policies or, in economic terms, different valuations of the outcome.
-fied, we believe it can capture the evolving relationships among stakeholders, and thus tussles, across time.
-mal trust assumptions between the stakeholders in the system to guarantee the security properties advertised
have to take into account the various stakeholders such as ISPS, end-users, and governments, and tussles 6 between their goals.
-tween stakeholders to decide the stable configuration. The design should also ad -here to architectural constraints such as the end-to-end principle (E2e) 13 by
trust assumptions between stakeholders 2 Basic Concepts Data-or content-centric networking can be seen as the inversion of control between
assurance to the stakeholders and enable risk and cost management for the business stakeholders in particular.
The paper should be considered a call for contribution to any researcher in the related sub domains in
be operated and used by a virtual consortium of business stakeholders. While the creative space of services composition is unlimited in principle,
stakeholders with diï €erent trust levels are involved in a typical service com -position and a variety of potentially harmful content sources are leveraged to
stakeholders and devices †probably one of the most distinguishing characteris -tics of the FI
of view of all stakeholders. The security requirements of Future Internet applica -tions will diï €er considerably from those of traditional applications.
stakeholders, and may involve an array of physical devices such as smart cards phones, RFID sensors and so on that are connected perpetually and transmit
-tics of FI applications) imply that a multitude of stakeholders will be involved in a service composition and each one will have his own security requirements
spread of smart devices stakeholders would deploy to meet their requirements Sensor networks, RFID tags, smart appliances that communicate not only with
†The deï nition of techniques for the identiï cation of all stakeholders (includ -ing attackers), the elicitation of high-level security goals for all stakeholders
and the identiï cation and resolution of conï icts among diï €erent stakeholder security goals
†The reï nement of security goals into more detailed security requirements for speciï c services and devices
to a versatile set of services, devices and stakeholder concerns 3 Secure Service Architecture and Design
nonfunctional concerns that diï €erent stakeholder may have about it. However Engineering Secure Future Internet Services 183
TCG) uses secure hardware to allow a stakeholder to perform attestation, i e.,, to obtain proof of the executables
-tation with its national and international stakeholder groups requires community and cohesion building, information sharing,
The number of stakeholders who partici -pate in provisioning of network and services is growing.
stakeholders can help to provide incentives for cooperation Although the concepts of Routing Slices and multipath routing slices are
FI, bringing together large communities of stakeholders and expertise, requires a structured mechanism to avoid fragmentation of efforts
needed according to the requirements of the involved value chain stakeholders in the respective Future Internet scenario.
-quires sustainable partnerships and cooperation strategies among the main stakeholders The fourth chapter â€oesmart Cities at the forefront of the Future Internet†presents an
partnerships and cooperation strategies among the main stakeholders Keywords: Smart Cities, Future Internet, Collaboration, Innovation Ecosys
Partnerships and clear cooperation strategies among main stakeholders are needed in order to share research and innovation resources such as experimental technology
and needs of cities and their stakeholders, including citizens and businesses, and which may bridge the gap between short-term city development
and large companies as well as stakeholders from different disciplines This paper is structured as follows. Section 2 addresses challenges for cities to ex
Stakeholders FI Researchers (ICT industry & academia IT multidisciplinary researchers End-users enterprises (large & SMES
local stakeholders, such as the regional institution for air measurement quality (Atmo PACA), the local research institute providing the Iot-based green service portal and
-tems based on sustainable partnerships among the main stakeholders from business research, policy and citizen groups
among the main European stakeholders in order to develop cross-domain Next Gen -eration (NG) Iot platforms suitable to different usage areas and open business models
Thus, the platform will be attractive for all involved stakeholders: industries, commu -nities of users, other entities that are willing to use the experimental facility for de
cardinality of the different stakeholders involved in the smart city business is so big that many nontechnical constraints must be considered (users, public administrations
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