| Commodity (109) |  |
| Deflation (10) | |
| Disinflation (3) | |
| Economics (2104) | |
| Economy (6659) | |
| Fiscal policy (11) | |
| Gross margin (5) | |
| Gross profit (3) | |
| Inflation (382) | |
| Liquidity (22) | |
| Macroeconomics (21) | |
| Marginal cost (24) | |
| National income (22) | |
| Opportunity cost (14) | |
| Reflation (3) | |
| Shareholder (126) | |
| Stagflation (3) | |
| Stakeholder (1969) | |
Chapter 4 describes the main experiments being performed around the world that are aiming to amplify innovation by increasing the involvement of more players and stakeholders.
How to engage all the stakeholders to a common vision? How to create the safety net in innovation ecosystems for experimenting the new in our seeking for the unexpected?
Open Innovation 2. 0. Living Labs (or any open innovation ecosystem) interlinked with other same-minded sites can be very powerful drivers for large-scale solutions engaging all stakeholders.
Many hospitals have constructed a knowledge-flow connecting patients, doctors and other stakeholders based on patients information and their treatments,
That is why the expected outcome will be a sustainable success of all stakeholders, including those of our planet.
which is insufficient to evaluate tangible and intangible benefits for the firm and stakeholders. Technological innovation focuses mainly on technology
All these types of knowledge are possessed by the different actors of the company and by the stakeholders.
and grow by progressively integrating new needs of company and stakeholders. Depending on the firm 72 The Innovation Biosphere activity,
The insight may come from external stakeholders such as partners, subcontractors and clients. That is why companies who innovate with clients are more successful than others that don†t
Leader, visionary and strategist, focus on dynamic governance, sustainable success manager, stakeholders, strategic alliances R&d Managing research and development projects Manager of the e-co-innovation dynamics
image, creation of joint ventures to extend the initial market, rate of new products and services per year, environmental impact, participation of stakeholders, real-time learning, collaborative watch and opportunity hunting, financial
96 The Innovation Biosphere Major rethinking University IP policies †including Chief Academic Innovation Officers †with a focus on building the â€oeflow of knowledge†across stakeholders.
and make the various stakeholders work together. We do not know what actions make it possible to remove obstacles from innovation.
Successful innovation combines several disciplines, all stakeholders and societal and technological drivers. While the linear innovation model may still be valid for some industries†but the more we shift to knowledge society-related innovation,
All the stakeholders (industry, research, public sector and the user community) need to be involved, and crowdfunding may accelerate the process.
To progress, Europe needs a clear vision elaborated with all stakeholders and measures tangible and intangible, the result of actions and their impact on a regular basis.
and the progress made, probably due to the absence of measures and diversity of stakeholders and institutions involved.
The above platform has been developed incrementally by adding other useful services that help not only clients but also other stakeholders such as police, insurance companies and others.
researchers and other stakeholders of the living labs. Enoll members meet on a regular basis and continue to collaborate,
It is important to see how these changes in the drivers for success have led to different policy approaches by all stakeholders.
Also the roles and collaboration of stakeholders is very different from the past†PUB 14.142 The Innovation Biosphere To illustrate this purpose,
and Results 143 Figure 4. 4. Principle of wealth†welfare†well-being cocreation PUB 14 Stakeholders are considered here as cocreators.
ideas, visions, solutions and action plans are developed through a collaborative process that involves diverse stakeholders;
†assisting stakeholders in building consensus in complicated circumstances; †helping the organization to invent new products, services and ways of working.
How are the principal stakeholders †citizens †involved, instead of involving only researchers, providers and sponsors?
Many stakeholders are used to perpetuate the same mental schema †to reuse that which they already know,
8, 34,35, 38,46, 51,87, 130,134, 137,145, 148, 153†156,160, 168,169 stakeholders, 23,60, 68,71, 72,79, 103,108, 121,127, 141,143, 146
Chapter 4 describes the main experiments being performed around the world that are aiming to amplify innovation by increasing the involvement of more players and stakeholders.
On the one hand, both internal and external requirements from involved stakeholders can lead to the redesign of business processes.
While stakeholder requirements have always been triggers for change and innovation, new technologies of the digital age represent a key source of numerous affordances for process innovations today.
stakeholders need to be involved aptly in each of these activities. Potentials for achieving this lie in social media,
as an increasingly popular option in the digital world with which to involve the creativity and opinions of various stakeholders from both within and outside an organization.
stakeholders need to be involved properly in each of these activities. In fact, principles of involvement (the need to integrate all stakeholder groups)
and continuity (continuous gains in efficiency and effectiveness) are among the 10 main principles of business process management (vom Brocke et al.,
as an increasingly popular option in the digital world with which to involve the creativity and opinions of various stakeholders from both within and outside an organization (Kaplan & Haenlein, 2010;
We here understand SM to be a service that facilitates networking among employees and stakeholders,
or also encompasses external stakeholders. Several authors have discussed already coupling strategies, benefits, and the requirements for successful implementation of SM (Bruno et al.,
Social networking tools provide intensified collaboration among all stakeholders by providing a common network for interaction,
BPM should combine the views of several stakeholders in order to define, analyze and (re) create business processes (Dumas et al.,
Now, in the digital age, it is possible to include new stakeholders (e g. co-workers, business partners or consumers) in various phases of business processes through the utilization of SM.
With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.
1) increase awareness of all stakeholders regarding Leveraging Social media for Process Innovation. A Conceptual Framework 63 process modeling and execution,(2) aggregate information, relevant for process modeling by different participants,
1) enabling continuous support during process execution by connecting all stakeholders (especially for immediate coordination in unexpected situations),(2) coordination support for distribution of execution processes among geographically-dispersed co-workers,
The monitoring phase can benefit from including SM for (1) receiving the (quantitatively measured) data and feedback from all stakeholders of the network and (2) sharing the process performance results with co-workers and customers/end-users alike.
) Involving more stakeholders in the modeling process can facilitate a more holistic perspective of the business process and its requirements.
or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users†support during execution Process
and evaluating ideas for process improvement from stakeholders Leveraging Social media for Process Innovation. A Conceptual Framework 65 4. 2 Modeling Phase for External Participants Organizations today strive to be customer-centric
Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,
Including SM in the monitoring process provides stakeholders throughout the organization with a chance to contribute
Organizations can use SM to collect information from a variety of stakeholders and present the findings via SM as well.
2009). 4. 7 Improvement Phase for Internal Stakeholders All processes need to be improved continuously due to ever changing technological development, organizational changes and market demands.
Hassan, 2009). 4. 8 Improvement Phase for External Stakeholders Of course, also external stakeholders can contribute to optimizing processes.
The external stakeholders are in this case not only limited to customers, but extend to business partners as well, acting as â€oeinternal†customers (Weske, 2013).
Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.
The types of SM use differ according to the stakeholders included and the business process life cycle phase.
The framework showcases how practitioners can use SM for internal and external stakeholder integration and provides a more structured approach to including SM in BPM.
not only lead to some marginal gains in a company†s reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.
Since one or more of the stakeholders who were responsible or accountable for capabilities required for the innovation lacked the necessary motivation, competence or empowerment/mandate, due to a stable business environment and low risk tolerance,
Different stakeholders should interpret event data in the same way. GL2: There should be structured a
2012), conducted through open innovation with customers or other stakeholders (Chesbrough, 2003), or through a focus on mergers and acquisitions to source innovative new products, services or business models.
in order to provide guidance to stakeholders so that they can steer the process towards consistent and compliant outcomes and higher process performance.
and communicated across all relevant process stakeholders. 4 Predictive Monitoring The execution of business processes is generally subject to internal policies, norms, best practices, regulations, and laws.
it is also true that†by the very nature of a BPM project†not each and every stakeholder can be a modeling expert.
and included several stakeholders involved in realizing the door-to-door process. The empirical data was derived from a series of workshops and interviews with the key stakeholders along the process steps
in conjunction with observations. Among other things, this project resulted in several process models that covered the entire door-to-door process
and its variants, can facilitate an increased consensus among the involved stakeholders. Optimal and integrated performance within ecosystems does need
Understanding these preparatory steps would enable the establishment of expectations on diverse organizations/actors involved in satisfying the needs of different stakeholders.
1. traveller satisfaction 2. profitable business (business revenue) and acting for the public good 3. environmentally friendly operations 4. state of the art collaboration management with involved stakeholders
The ambition with a management dashboard is to enable digital images providing status of the D2d process for key stakeholders with relevant data in real time for the purpose of increased punctuality and customer satisfaction.
position and orientation. 3. 3 Impact of Process Map Design The design of a process map has a strong impact on how stakeholders cognitively capture the operations of a company.
In the 2000s, Champy (2002) responded to criticism of BPR by explaining how BPR can create value for all stakeholders.
and five stakeholder perspectives in the rows, resulting in 36 categories. 264 A. Van Looy †The six communication questions are:(
¢Daily management This process management capability plays an essential role in digital innovations by maintaining communication and collaboration between process participants, customers and other external stakeholders,
and other stakeholders †Roles and responsibilities (e g. a process owner+an optimization team) †Skills to perform such roles(+training,
and Daniel Beimborn Abstract Many stakeholders are involved in process operation and, consequently, also in process improvement and innovation.
For the coordination of all stakeholders, an effective governance model with clearly defined roles and tasks can support process-oriented decision-making,
BPM †Driving Innovation in a Digital World, Management for Professionals, DOI 10.1007/978-3-319-14430-6 18 275 Numerous stakeholders are involved therein
and stakeholder relations (Doebeli et al.,2011) are influenced positively. By adapting and modifying Weill and Ross†(2004) definition of IT governance to BPM,
13, 85†100,291 Intelligent processes, 12,52 Internal and external stakeholders, 70 Internal controls, 248,249 Internet of events (Ioe
7, 9, 12,13, 59†70,136, 257,260, 262,263 Social networks, 53,54, 60,61, 136 Stakeholder, 10, 59†65, 67†70,99, 111,131, 150,186, 195,196
, 200,201, 208,221, 260,264, 269,272, 276 Stakeholder involvement, 59,69 Standardization, 13,62, 78,171, 172, 177†189,289, 292 Strategic alignment, 11,14, 232,269, 272
for External Participants 4. 5 Monitoring Phase for Internal Participants 4. 6 Monitoring Phase for External Participants 4. 7 Improvement Phase for Internal Stakeholders
4. 8 Improvement Phase for External Stakeholders 5 Conclusion References The Role of Enterprise Systems in Process Innovation 1 Introduction 2 Different Roles of Enterprise
and, at the same time, provide authoritative accreditation of qualifications in which all stakeholders can have confidence. The National Framework of Qualifications (NFQ) provides a single unified framework with the potential to cover all awards in the State.
confidence and consistency to all stakeholders and underpin Ireland†s attractiveness as a location for R&d and its subsequent exploitation.
Here the term †open innovation†refers to both the sourcing and involvement of external organisations and stakeholders in the innovation process,
either from shareholders or other stakeholders †to be open for the sake of it,
These challenges of increasingly open value chains for a range of stakeholders are the focus of Chapter 3. 23 Missing an open goal?
the programme providers and stakeholders to assess their views on the programme and its impacts.
and Enterprise Ireland worked with a number of stakeholders and partners in delivering this programme including the South East Business Innovation Centre,
and to promote the initiative to all stakeholders. The Pilot phase was attended by 144 individuals.
Grant Evaluation Methodology and Recommendations Grant employed mixed methods involving literature review, stakeholder consultations, value for money analysis,
A series of consultations were held with all stakeholders involved in rounds One and Two of the Propel programme.
Some allowance for the likely future impact of the programme was sought through assessing the business plans of the participants Stakeholders and participant consultations:
stakeholders in Graduate Enterprise Programmes including one to one interviews 152 In addition, a member of the evaluation team attended one day of the two day residential workshops and observed trainers,
but based on participant and stakeholder feedback their implementation would increase programme effectiveness; for instance, using Enterprise Ireland Technical staff to complete a Technical Assessment during Phase I of the programme.
and analyzes it via a set of keywords regarding how the overall conc ept of a patient room should be changed to deliver value for the different stakeholders involved.
Stakeholders are, in this case, the patient, nurses, doctors, family of the patient, and so on. PROF was structured in such a way that it could progress with the new concept for a patient room and stay in tune with the stakeholders.
PROF includes both a small and a large consortium. The small one consists of a well-58 selected group of architects
and think in an innovative way about a patient room that could add significant value to all the stakeholders involved.
and further face-to-face meetings were held throughout the summer and autumn with hundreds of other entrepreneurs and stakeholders.
Following investigation, analysis and discussions with a wide variety of stakeholders, the Forum ultimately developed a series of recommendations
The Forum's stakeholder consultation process with successful entrepreneurs strongly identified mentoring as a critical success factor.
perhaps organised and facilitated by industry representative groups around the country. 3. 2 One-to-One Mentoring Based on observations and stakeholder feedback,
which every stakeholder could build. Additionally, the reduction in state funding for HEIS has required academic institutions to source a greater amount of their funding from industry (e g. provision of training programmes, undertaking research, donations, etc.
There has been wide stakeholder engagement over the last two years to support the development of this Policy Statement through public consultation, the work of the Entrepreneurship Forum and direct contact with academics and entrepreneurs.
DES) Work with education stakeholders across the education system to identify best practice and to mainstream successful programmes wherever feasible.
SFI, Irish Research Council, with relevant stakeholders) Celebrate and reward successful entrepreneurs Develop existing entrepreneurship award schemes to ensure specific categories of untapped potential are promoted
various stakeholders highlighted areas for improvement, including: Many of the supports for startups are difficult to understand
in an integrated way of the supports across government Opportunities to work with other stakeholders to develop hubs for entrepreneurship
KTI has committed to engaging with stakeholders to consider the case for introduction of Easy Access IP into The irish system for certain early-stage IP,
and to support a truly entrepreneurial Ireland requires collaboration amongst all stakeholders, across and within the public sector,
The increasing desire and capability of the main stakeholders to support other entrepreneurs and to act collectively presents many opportunities and signals a new era for entrepreneurship in Ireland.
Strengthening the linkages between the main stakeholders and supporting and identifying mechanisms for cooperation and knowledge sharing will be a key focus of our efforts.
Following discussions with various stakeholders, there was an expressed desire not to establish a formal government led working group around this issue in light of the competing position of various providers and potential providers of co-working
and other stakeholders to implement the recommendations of the Forfã¡s Review of Business Mentoring Services in Ireland.
and other stakeholders to implement the recommendations of the Forfã¡s Review of Business Mentoring Services in Ireland.
and been challenged by, a wide range of stakeholders including the National Competitiveness Council (NCC), entrepreneurs and the enterprise sector generally, with representative bodies and unions.
This framework provides a model for coordinated action across public bodies and other stakeholders to maximise the potential of each region to support enterprise development and jobs growth, based on the strengths and assets
Direct engagement with industry and entrepreneurial stakeholders has highlighted the key issue of broadband provision for economic growth, innovation and entrepreneurship in regional locations.
based on consultation with key stakeholders at regional level and on the analysis of the strengths of each region, commencing with the publication of strategies for the Midlands and South East regions.
and academia stakeholder consultation in order to determine a future research strategy for Ireland. The Government has established also a new Horizon 2020 Strategic Research Proposals Group to identify large-scale EU funding opportunities for businesses
and provide a focal point for liaison with stakeholders. DJEI, DCENR, DECLG, DAFM and relevant Agencies) 54 Promote Ireland as Europe†s Energy Innovation Hub,
policy must take into account the full data value cycle and the role of all stakeholders. By focusing on developing a coherent ecosystem Ireland can bridge the gap between R&d
D/Justice and Equality, OPW) 95 Engage intensively with EU partners and stakeholders in relation to ongoing negotiations on Data protection regulation.
As such we will ensure a continued emphasis on implementing a comprehensive and integrated communications strategy involving the widest possible range of stakeholders in both the public and private sectors.
EI) 2015 ACTION PLAN FOR JOBS 69 119 The Department of Finance to work with the relevant stakeholders in raising awareness of the EII Scheme and promoting it as vehicle for channelling investment to grow enterprises and support employment.
DCYA) 132 Progress work on implementing the EU Recommendation on Recognition of Non-formal and Informal Learning in consultation with relevant Government departments and other stakeholders.
Startup Ireland will leverage its stakeholder partnerships and its national and international network to coordinate
Corporate Social Responsibility (CSR) is concerned with the impacts an enterprise has on its stakeholders, the environment,
A Stakeholder Forum was established to progress the objectives of the Plan and the vision that Ireland will be recognised as a Centre of Excellence for responsible and sustainable business practice through the adoption and implementation of best practice in CSR in enterprises and organisations as widely as possible.
which businesses operate. 104 255 Through the CSR Stakeholder Forum and its subgroups, progress the objectives of the National Plan on CSR, and specifically:
DJEI, CSR Stakeholder Forum) 8. 6 Decreasing the Cost of Doing Business Generating sustainable broad based export-led growth is essential to rebuilding The irish economy.
Given this ambitious target and the increased level of competition for these funds it will be necessary for all stakeholders
and marine biotechnology research/industry stakeholders and establish links with the wider food research/industry community including Food for Health Ireland.
The proposed measures for inclusion in the draft RDP were designed on the basis of extensive preparatory analyses and extensive stakeholder consultation over a period of 18 months.
including a programme of trailway development in National parks and Nature Reserves, in partnership with key stakeholders.
DCCOI, ID2015) 345 Promote enterprise opportunities in universal design working with key stakeholders including NSAI, professional bodies, education sector and industry.
DCCOI, ID2015) 2015 ACTION PLAN FOR JOBS 133 347 Establish a Steering Group of relevant Stakeholders to evaluate the design
DECLG) 377 Facilitate, in conjunction with industry stakeholders and statutory agencies, the transition of voluntary Construction industry Register Ireland to a statutory register by end 2015.
integrating critical analysis of current and previous work with future-oriented methodologies, new actionable knowledge and continual stakeholder participation.
The project provides advice to stakeholders on how to foster Social Entrepreneurship and Social Innovation;
and beyond to improve the social inclusiveness of society through greater stakeholder engagement, promotion of civic capitalism and changes to social service provision through a. investigation of key processes within social enterprises for delivering inclusion
2) persistent multi-stakeholder constellations;(3) the mobilisation of multiple resources. Against the update of structural data, the project will test these hypotheses on the qualitative impacts of the Third Sector in terms of capital building (e g. social networks,
This raises the question of the real interests of the many stakeholders in the smart grid.
Similarly, the need for action from various stakeholders seems to vary, with Eastern europe expecting more action from banks
such as accountants, must be considered carefully by the European commission and other stakeholders. Owing to the limited management and resource capacity of small firms, the SME sector is highly reliant on external advice.
Wales and Northern ireland, do not. role of stakeholders It has already been suggested by experts in the field (Nienhuis and Bryant 2010),
Banks are therefore a crucial stakeholder that ought to engage in the development and growth of a SME e-invoicing agenda.
not only can they fulfil the need for effective coordination of the multiple stakeholders that need to be involved through setting up national e-invoicing forums (such as banks, industry representatives and SMES),
and addressed by the industry and other stakeholders. Internet is the fastest growing retail channel Europa.
or by involving key suppliers and other related stakeholders. Map and measure resource inflows and out-•flows from the company.
Quick wins Engage key partners and stakeholders: this •may produce interesting opportunities for new eco-innovative solutions,
materials •and processes to key internal and external stakeholders in R&d. Subscribe to sources of information on emerg-•ing technologies
diverse con-•cepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented.
or •new business models driven by environmental considerations will require approaches outside of normal day-to-day R&d processes with dialogue with a range of stakeholders including customers,
and ongoing •communications with customers and other stakeholders can identify new opportunities for eco-innovation.
as well as other stakeholders, in conversations through a variety of media. Use positive and negative feedback to improve business/product development and promotional strategies.
How can stakeholders be rewarded for adopting and promoting pro-environmental behaviour? Eco-innovate products and services Eco-innovate!
and •other stakeholders environmental awareness and understanding may help to reveal business opportunities or threats.
The analysis of the interplay between governments, NGOS, development agencies, industry and social enterprises is called multi-stakeholder analysis. It would be incorrect to see social innovation as a new or isolated concept or as a disruptive innovation.
national governments and other stakeholders active in the collective awareness projects and social innovation projects. 4 OLD POWER NEW POWER ï¿
The IA4SI methodological framework is based on a quali-quantitative multi-stakeholders approach, which engages projects coordinators,
they will select their stakeholders and end-users in this way describing â€oewho†will benefit from the project outputs 3. Thirdly,
a report for the use of European stakeholders, including citizens. These actions will make possible to better evaluate the investments made so far;
but that ultimately it is stakeholder engagement that makes the difference to sustainable social innovation.
it includes and involves stakeholders representing the many different sectors and parts in society, and often businesses coming from different regions.
It is the result of five meetings held between September 2009 and May 2010 and the participation of numerous industry stakeholders
but the puzzle has to be completed by involving the stakeholders and taking account of market needs
and streamline communication with stakeholders, thus avoiding the †spontaneous disorderâ€, in which too many funding tools appear sub-additive rather than self-reinforcing. f) Coordinating innovation and research policy with other EU policy objectives already at the budget allocation stage,
Figure 4 below shows the results of a recent survey of stakeholders, in which more than 96%of the surveyed respondents considered that lack of access to finance innovation
Figure 4. Key barriers to access to finance according to stakeholders Source: http://ec. europa. eu/enterprise/policies/innovation/files/swd effectiveness. pdf A NEW APPROACH TO INNOVATION POLICY IN THE EUROPEAN UNION 15 Box 1. Key enabling
and streamline communication with stakeholders, thus avoiding the current †spontaneous disorderâ€, in which too many funding tools appear sub-additive rather than self-reinforcing. •Coordinate the different levels of governance better.
stronger interaction of European Standardisation Bodies with fora and consortia, researchers and industry stakeholders; and more coordination between the European Standardisation System and global standards. 42 In addition to the recommendations of the EXPRESS group (and those that will come from an upcoming study on IPR and standardisation),
•In terms of development, standards should ideally be developed by all affected stakeholders. •They also need to be based on a solid consensus:
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011