Innovation Management Processes in SMEs: The New Zealand. Experience
|
|
- Barnard O’Neal’
- 5 years ago
- Views:
Transcription
1 Innovation Management Processes in SMEs: The New Zealand Experience Professor Delwyn N. Clark Waikato Management School, University of Waikato, Hamilton, New Zealand Stream: Technology, Innovation and Supply Chain Management, or Entrepreneurship, Small Business and Family Enterprises 1
2 Innovation Management Processes in SMEs: The New Zealand Experience ABSTRACT Professor Delwyn N. Clark* Waikato Management School, University of Waikato, Hamilton, New Zealand The management of innovation processes in New Zealand is important to policy makers, business advisors, managers and entrepreneurs. As the government s Economic Transformation Agenda depends on growth and innovation of New Zealand businesses (which are predominantly SMEs), research to understand how to evaluate and implement new innovations is needed. This paper reports key findings from an empirical study of 95 New Zealand companies which are active innovators. The companies are profiled and their perceptions of the New Zealand innovation context presented. Potential returns for different innovation types are assessed and their innovation management processes evaluated using indices for Strategy, Market, Resource, and Innovation factors. While these companies are well organised to commercialise their innovations, significant inhibitors to growth were identified. Keywords: Innovation, new product development, process development, organisational performance, strategic management, SMEs Introduction The New Zealand economy has performed well in terms of income per capita growth since 1994 (averaging 2%), and has the 4 th lowest unemployment rates in the OECD at 3.7% (Ministry of Economic Development (2007a). However, the level of income per capita of $US25,950 in New Zealand is much lower than peer economies rating 22 nd in the OECD and at 76% of the income level in Australia. The Ministry of Economic Development (2007a) reports that catching up with other international countries will require high and sustained growth in productivity, significant changes in the products and services produced as well as how they are produced, and increasing numbers of innovative and globally competitive firms. Accordingly, the government s Economic Transformation Agenda depends upon the growth and innovation of New Zealand businesses (Smith, 2006). Adding to this challenge, New Zealand is a nation of small and medium enterprises (SMEs) with 99.4% of companies having less than 100 employees (Ministry of Economic Development, 2007b). Hence, the processes for creating, evaluating and commercialising innovations is very important to policy makers, business advisors, managers and entrepreneurs in New Zealand. To assist 1
3 with the national agenda, this study focuses on innovation management processes in SMEs in New Zealand. Innovation Innovation for small firms involves changes to maintain or improve competitiveness. The scope of these changes includes new and better ways of doing things which span all aspects of the business - from products and processes, to new markets and organisational innovations (Schumpeter, 1934). For this study, the five types of innovation outlined by North & Smallbone (2000) in their SME research in the UK were adopted: 1. Product or service innovations e.g. new products or services developed from research or introduced to the market. 2. Market development innovations e.g. entering new markets with existing products. 3. Marketing innovations e.g. development of new brand or use of databases for marketing. 4. Process technology innovations e.g. applications of new tools or methods such as computer controlled manufacture. 5. Administrative innovations e.g. application of computer systems to office management. In New Zealand, the Business Operations Survey (BOS) was introduced in 2005 to collect data on business practices and performance (Ministry of Economic Development, 2007b). In terms of funded R&D, only 7% of the NZ businesses surveyed had undertaken or funded R&D in the previous financial year. Larger firms tended to engage more as 15% of businesses with 100 or more employees reported R&D activity, compared with 6% of businesses with 6-19 employees. The manufacturing industry had the highest proportion of businesses engaged in R& D activity (14%). Using a broader definition of innovation, the BOS found 52% of NZ firms engaged in innovative practices including: innovation in goods and services - 30%; innovation in operational processes 29%; innovation in organisational or managerial processes 31%; and innovation in marketing methods 29%. Overall, larger businesses were more likely to engage in innovation than smaller businesses 68% of businesses with 100 or more employees, compared with 50% of businesses with 6-19 employees. The highest rate of innovation was found in the finance and insurance industry (68%), followed by the manufacturing industry (65%) (Ministry of Economic Development, 2007b). 2
4 Return from New Innovations Entrepreneurs and managers are frequently faced with decisions about which new innovation to adopt. For these decisions, it is important to understand the likely impact of the potential innovations on their firm s future revenue streams. Santi et al (2003) have developed a model which assesses the potential rent-return (RENT) from an innovation based upon three components: volume of sales, the rate of margin, and length or duration of the innovation s life cycle. Volume of sales is estimated from potential geographic and sector diffusion, size of markets and limits due to prior patents. Rate of margin (or profits) is based upon the process of generating the innovation, the type of innovation, and the kind of prior protection. Length of lifetime is assessed by the technological basis of the innovation, innovation intensity of the sector and ability to imitate the innovation. Based upon high or low component levels, Santi et al (2003) proposed a typology of six different potential RENT configurations. The CEREN/CEMI RENT diagnostic utilises these potential RENT configurations as a basis for evaluating new innovations and understanding their implications for investment and returns (Mazzarol & Reboud, 2006). Table 1 shows all of the potential RENT configurations, including two variations of the Flash in the Pan and Oasis options. Insert Table 1 about here Clearly the potential RENT varies for each of these configurations and the scale of the variables. Entrepreneurs, managers and investors would be much more enthusiastic about a new innovation which is a Champion with potentially high sales, high profits and a long life-cycle, than a Shrimp offering much lower potential RENT. In addition to evaluating the potential RENT from a new innovation, these configurations provide a useful diagnostic tool to explore the implications of each innovation. For example, does the firm have the resources to implement the Champion innovation and extract all the potential RENT from it? Can the volume of sales be increased to improve the potential RENT from an Oasis-True innovation? Can the rate of margin be increased for a Joker innovation? Can the life cycle be extended for Flash in the Pan High Profits innovation? 3
5 Innovation Management Processes The process of managing the development and implementation of new innovations is also important for firms to successfully commercialise their new ideas. Mazzarol & Reboud (2006) have designed an Innovation Diagnostic Diamond (IDD) which can be used to evaluate an entrepreneur s current approach to innovation management. This tool calculates indices for activities in four key areas market, innovation, resources and strategy: 1. Market Index a measure of the firm s focus on customer needs and how the new innovation offers value for money; 2. Innovation Index a measure of the firm s formal process of new product development and its management of intellectual property; 3. Resources Index a measure of the firm s technological, human, financial and managerial resources; and 4. Strategy Index a measure of the firm s strategic planning activities as related to the commercialisation process. These indices are calculated on a 1-10 scale and plotted on a diamond-shaped radar graph to provide a visual representation of the firm s performance. This diagnostic enables entrepreneurs, managers and investors to see at a glance how well the firm s activities are organised. With this tool, areas of weakness in innovation management can also be identified and then addressed. METHODOLOGY An international study of innovation and strategic decision making in SMEs has been conducted in 16 countries led by Mazzarol and Reboud using the CEREN/CEMI diagnostics. As part of this research, data was collected on innovation practices in 95 New Zealand companies during A purposeful sample of companies was selected based on criteria for size, trading history and innovation activity. Size limits were based upon OECD definitions for SMEs from employees and annual turnover up to NZ$100 million. As evidence of trading history was required, start ups and very early stage ventures (under three years of operations) were excluded. As evaluation of one new innovation 4
6 was a key part of the study, evidence of innovation activity was a primary selection criterion. Industry/sectors with well-defined products and high levels of innovation and commercialisation were targeted. Companies were invited to participate by phone and , after background research on their profiles had been reviewed. Face-to-face interviews were conducted with owner-managers or senior executives using the diagnostic questionnaire. After each interview, the participants were sent a copy of their report with an accompanying letter highlighting the key assessment of their innovations. For this paper, the New Zealand results will be analysed to consider three specific research questions on innovation activities and innovation management processes: 1. How does the innovation context in New Zealand influence innovation activities of larger, innovative New Zealand SMEs? 2. What types of innovations are larger, innovative New Zealand SMEs developing? 3. What is the status of the innovation management processes in larger, innovative New Zealand SMEs? RESULTS and DISCUSSION Key results from this sample of New Zealand companies will be reported and discussed in this section. First, a brief profile of the companies and their innovation activities will be provided, and then findings on the innovation context, innovation types and innovation management processes will be presented. Profile of New Zealand Companies Characteristics of the New Zealand companies studied are summarised in Table 2. The age profile shows that most of these companies are well established with an average age of 20.8 years; the age range spanned from 4 to 143 years, with only 18% of the companies with less than 10 years in business. In terms of size, the average number of full time employees (FTE) currently was 56, which was a 17% increase from 48 FTE three years prior. Growth in FTE was significant during this period as is shown further in the FTE profiles. The annual turnover distribution also shows significant growth over the previous three year period; average gross annual turnover for these companies increased 65% 5
7 from NZ$8.4 million three years prior and to NZ$13.8 million. These companies are much larger than the average New Zealand small firm which is partially attributable to the use of the OECD size definitions for comparability in this international research project and it also reflects their track records. In terms of industry, this sample includes 56% manufacturers, 15% IT and software, 7% communication and other services, 11% tourism, cultural and recreational services, 6% wholesale/retail trade, and 5% other (including energy and publishing). Note, as this is a specialist sample of large innovative SMEs, it does not include companies from all industries or sectors. Insert Table 2 about here Propensity to Innovate Given the focus of this research on innovation returns and innovation processes, as well as evaluating the CEREN/CEMI diagnostics, it was important for the companies participating to have some experience with innovation. Pre-screening looked for evidence of new products, new markets or introduction of new technologies, as well as asking if the company was planning to introduce a new innovation within the next three years. To assess the propensity to innovate, interviewees were asked about their focus on new innovations 1 and to estimate the numbers of new innovations introduced over the previous three year period. Innovation is perceived to be a major focus in these New Zealand companies as 92% reported always or mostly responses to this question [within the innovation index]. The scale of innovation activity over the previous three years is high as most of these companies (59%) reported introducing more than 10 innovations, 23% introduced 6-10 innovations, and only 18% introduced less than 5 innovations during this period. Further, the average annual investment in new innovations was 19% of turnover for these companies. These New Zealand companies have a high propensity to innovate based upon their innovation focus and extent of innovation activity. Most of this sample can be considered as active innovators. 1 Do you feel that the generation of new innovations is a major focus of your firm? 6
8 Innovation Context New Zealand The external environment provides the context for innovation which can potentially be enabling, neutral or inhibiting. To examine the influence of the New Zealand context on innovation activities, the perception of these New Zealand innovators to a series of key environmental factors were assessed using a Likert-type scale. Table 3 shows the results for this sample, highlighting the mode and providing the mean score (out of 5). Insert Table 3 about here The three factors with the highest mean sores were the New Zealand lifestyle, access to high quality research centres and access to external financing to fund future growth. Lifestyle impacts on companies in many different ways which may mean increased business for tourism companies, or perceptions of New Zealand s clean and green image may influence brand values and identity for exporters. Perceived access to high quality research centres was scored highly by many of these companies. This finding is very interesting given the broad geographic spread of the companies and the relatively small number of specific research centres in the country. However, this shows that physical proximity is not a constraint to access to research centres in New Zealand. The perception of relatively easy access to external financing of future growth is surprising given the small scale of the venture capital market in New Zealand. However, these companies were well established and primarily financing their own new projects from retained profits (94% of sample) and loans (78%). The factors with the lowest mean scores were the regulatory environment, ease of access managerial staff, and ease of access to skilled workforce. These findings suggest that growth of innovative companies will be inhibited in New Zealand as managerial staff, skilled employees and the regulatory framework are fundamental for increasing business activities. There was a high level of agreement from these innovative companies that the New Zealand context does not provide strong government support for local innovators. Furthermore, over half of the innovators perceived that the cost of doing business was not low in comparison with other countries and geographic distance to markets was a problem for many of these New Zealand companies. 7
9 There are a number of implications for policy arising from this study of successful New Zealand companies that are active innovators. In particular, it seems timely to review the government support schemes for local innovators as they were not perceived to be strong. Policy initiatives designed to address the other inhibiting contextual factors will be necessary for the New Zealand government to improve the context for innovation and achieve its economic transformation agenda. Innovation Types Interestingly, all of these New Zealand companies had a portfolio of innovations which included different types of innovations e.g. product/service and market development, process technology and marketing innovations. Table 4 shows the distribution of innovation types for the New Zealand companies. While product/service innovations were the dominant type of innovation, many companies were also actively innovating in market development, and to a lesser extent in process technology. Insert Table 4 about here To examine the influence of the type of innovation on the potential return of the innovation, the potential return of one new innovation was evaluated for each company using the CEREN/CEMI RENT diagnostic. The types of innovation chosen by these companies for this evaluation included 73 product/service innovations, 6 market development innovations, 4 marketing innovations, 10 process technology innovations, one administration innovation and one integrated combination innovation. As shown in Table 5, these innovations also incorporate all eight of the potential RENT configurations. Insert Table 5 about here Over half of the new innovations examined scored in the Champion category which potentially provides the greatest return based on high sales, rate of return and lifetime. This relatively high level of high potential innovations reflects the nature of the sample as experienced innovators. A similar level of Champion innovations was found in Australia, while in France the average category 8
10 was the Shrimp (Mazzarol & Reboud, 2007). The Oasis-True category was the second highest innovation reported by 13.7% of these New Zealand companies. These innovations have relatively high returns and durable life cycles, but relatively low potential sales. While they are likely to be more suitable for a small business to manage, this category also reflects the limitation to growth that a relatively small market size (as in New Zealand) poses for some products and sectors. The third most frequent innovation category was the Flash in the Pan - High Profits which represents high sales and high potential returns during a shorter life cycle. This category is very important for many companies which operate in sectors with relatively short product life cycles and also where IP cannot be protected. Companies dependent on these types of innovations need to produce a continuous stream of innovations in order to maintain and improve their performance. Innovation Management Processes The processes associated with their new innovation were evaluated for each company to address the third research question on the status of innovation management processes in New Zealand SMEs. For this analysis, four key indices were calculated and reported using the Innovation Diagnostic Diamond (Mazzarol & Reboud, 2006) in Figure 1. The average scores are very high with three of the indices (Market, Innovation and Resource) scoring over 7.8, and the Strategy score just below on 7.5. These results suggest that these New Zealand companies are very well organised to commercialise their innovations. The ability to manage the implementation processes for new innovations is important to realise their potential. Hence these findings are consistent with the growth and performance data for these New Zealand companies. Insert Figure 1 about here The mean scores for the Market, Innovation, Resource and Strategy indices for each of the RENT configurations are presented in Table 6. While the Champion innovations have high mean scores, it is interesting to see that other RENT configurations also have high mean scores. Some companies may have high scoring innovation management processes, and the ability to realise the 9
11 potential from their innovations, even though specific innovations may have variable or lower potential RENT. It is relevant to note here that innovation management processes contribute to both the creation of new innovations and their implementation. Insert Table 6 about here CONCLUSIONS and FURTHER RESEARCH This paper has provided a brief overview of an original research investigation of innovation processes in 95 New Zealand SMEs. The companies profiled in this study were well-established with high levels of growth in both FTE and revenue over the previous three years; they were active innovators in terms of focus, numbers of new innovations, and levels of investment in innovation. While these New Zealand companies had a portfolio of different types of new innovations, the product/service innovation was the dominant type found. In terms of the context for innovation, there are policy implications from the findings as these active and successfully innovative companies perceive that New Zealand does not provide strong support for local innovators. Further the inhibitors to growth by SMEs, which include access to skilled employees, access to managerial staff, the regulatory framework for business, relative costs of doing business and geographic distance to markets, will need to be addressed for the New Zealand government to improve the context for innovation and achieve its Economic Transformation Agenda. The new innovations evaluated from this sample of New Zealand SMEs illustrated all five innovation types and all eight of the potential RENT configurations studied. Finding that the majority of the innovations were in the high potential RENT categories augurs well for New Zealand SMEs. However, market size in New Zealand was a limiting factor for some products and sectors, and the lack of IP protection reduces the life cycle for many other SMEs. Further investigation of these factors is recommended. The innovation management processes for these New Zealand companies were assessed using indices for Market, Innovation, Resource, and Strategy factors. The average results were very high 10
12 across all of these processes, which signals that they are well organised to commercialise their innovations. The ability to manage the processes for developing and implementing new innovations is clearly fundamental for growth of SMEs, and these New Zealand companies are very well positioned for such growth. Further analysis of the data collected from this study will be carried out to examine and test more specific hypotheses in future. For example, the relationships between innovation type and innovation potential, and between innovation management processes and innovation potential. International comparisons will be made to see how New Zealand SMEs innovation processes compare with those in other countries, such as Australia, France, Italy, Belgium, USA, and China. Further research will probe the effectiveness of the innovation management processes in developing new innovations, to supplement the work on innovation implementation processes. Further work will also be done to refine and test the diagnostics used in this study to measure RENT potential and innovation management processes. For example, customising the diagnostics for different innovation types particularly process technology and administration innovations, and adapting the indices to assess the company s processes for multiple innovations rather than a single innovation. In addition to providing diagnostic tools for SME owners, this project also provides valuable information for policy makers in New Zealand and beyond. REFERENCES CEMI/CEREN Case Study Protocol: Strategic Innovation in Small Firms An International Analysis of Innovation and Strategic Decision Making in Small to Medium Enterprises, CEMI Report 0602, (2006), pp.39. Mazzarol, T. & Reboud, S. (2006). The Strategic Decision Making of Entrepreneurs within Small High Innovator Firms. International Entrepreneurship and Management Journal 2(2): Mazzarol, T. & Reboud, S. (2007). Innovation Management in Small Firms: A Comparison of French and Australian Companies. EFMF 37 th Annual Entrepreneurship, Innovation and Small Business Conference, September 2007, Ljubljana, Slovenia. 11
13 Ministry of Economic Development. (2007a). Statement of Strategic Intent 2007/2010. Wellington: Ministry of Economic Development. Ministry of Economic Development. (2007b). SMEs in New Zealand: Structure and Dynamics. Wellington: Ministry of Economic Development. North, D. & Smallbone, D. (2000). The Innovativeness and Growth of Rural SMEs During the 1990s. Regional Studies 34(2): Santi, M., Reboud, S. Gasiglia, H. and Sabouret, A. (2003). Modèle de valorisation et de protection intellectuelle des innovations des PEI. July, HEC/INPI: 63 p. Schumpeter, J. (1934). The Theory of Economic Development. Cambridge:Harvard University Press. Smith, K. (2006). Public Policy Framework for the New Zealand Innovation System. Ministry of Economic Development, Occasional Paper 06/06. Wellington, 59p. 12
14 Table 1: Potential RENT Configurations Volume of Rate of Length of Configuration Name Sales Margin (Profit) Life Cycle High High Long Champion High High Short Flash in the Pan- High Profits High Low Long Joker Low High Long Oasis - True High Low Short Flash in the Pan- Low Profits Low Low Long Oasis Mirage Low High Short Gadget Low Low Short Shrimp 13
15 Table 2: Profile of New Zealand Organisations Characteristics Number Percentage Age of Firm 0-9 years years years years 40 + years Organisation Size -Current 0-19 full time employees full time employees full time employees full time employees Organisation Size Three Years Ago 0-19 full time employees full time employees full time employees full time employees Gross Annual Revenue Current NZ$ 0-9 million NZ$ million NZ$ million NZ$ million NZ$ million NZ$ 50 + million Annual Revenue Three Years Ago NZ$ 0-9 million NZ$ million NZ$ million NZ$ million NZ$ million NZ$ 50 + million
16 Table 3: Perceptions of the New Zealand Environment External Environment Factors 1. Not At All It is easy for our business to access a workforce with the necessary skills and education? The cost of doing business is low in comparison to other countries? Geographic distance to key markets is not a problem for our business? It is easy for a business such as ours to access external financing (e.g. banking or venture capital) to fund future growth? It is easy for a business such as ours to find and recruit high quality managerial staff to assist with future growth? The lifestyle in this country enhances our business? It is easy for a business such as ours to access high quality research centres (e.g. universities) locally? Government support for local innovators is strong? The regulations governing business operations in this country (e.g. patent laws, taxation, corporate governance rules) are excellent for our business? The communications infrastructure in this country (e.g. roads, telecommunications, internet services) are excellent for our business? 2. Not Really 3. More or Less 4. Yes. Agree 5. Totally Agree Mean Score
17 Table 4: Distribution of Innovation Types Types of Innovations Proportion of Total Innovations 0-20% 21-40% 41-60% 61-80% % 1. Product/Service Innovations Market Development Innovations Marketing Innovations Process Technology Innovations Administrative Innovations Other Innovations Table 5: New Innovation Type and RENT Potential New Innovation Number Percentage Volume of Sales Average Score Rate of Return Average Score Length of Lifetime Average Score Champion % Flash in the Pan High 8 8.4% Profits Joker 3 3.2% Oasis True % Flash in the Pan Low 7 7.4% Profits Oasis Mirage 5 5.3% Gadget 3 3.2% Shrimp 4 4.2%
18 Figure 1: New Zealand - Innovation Diagnostic Diamond Strategic Innovation Index Strategy Index Market Index Innovation Index Resource Index Maximum Score NZ Average Score Table 6: Innovation Management Process Scores by RENT Configuration Number Market Innovation Resource Strategy Index mean Index mean Index mean Index mean Champion Flash in the Pan High Profits Joker Oasis True Flash in the Pan Low Profits Oasis Mirage Gadget Shrimp
OECD s Innovation Strategy: Key Findings and Policy Messages
OECD s Innovation Strategy: Key Findings and Policy Messages 2010 MIT Europe Conference, Brussels, 12 October Dirk Pilat, OECD dirk.pilat@oecd.org Outline 1. Why innovation matters today 2. Why policies
More informationDTI 1998 Competitiveness White Paper: Some background and introduction
DTI 1998 Competitiveness White Paper: Some background and introduction Intellect Knowledge Economy Campaign Knowledge Economy Working Party Meeting Russell Square House 4th November 2003 A personal view
More informationOECD-INADEM Workshop on
OECD-INADEM Workshop on BUILDING BUSINESS LINKAGES THAT BOOST SME PRODUCTIVITY OUTLINE AGENDA 20-21 February 2018 Mexico City 2 About the OECD The Organisation for Economic Co-operation and Development
More informationACCESS TO FINANCING FOR SMEs Problems and Challenges. Prof. dr Dejan Erić Belgrade Banking Academy Member of the ERENET Network 2005.
ACCESS TO FINANCING FOR SMEs Problems and Challenges Prof. dr Dejan Erić Belgrade Banking Academy Member of the ERENET Network 2005. WHY SMEs? SMEs very heterogeneous group, which include a wide variation
More informationGlobalisation increasingly affects how companies in OECD countries
ISBN 978-92-64-04767-9 Open Innovation in Global Networks OECD 2008 Executive Summary Globalisation increasingly affects how companies in OECD countries operate, compete and innovate, both at home and
More informationCDP-EIF ITAtech Equity Platform
CDP-EIF ITAtech Equity Platform New financial instruments to support technology transfer in Italy TTO Circle Meeting, Oxford June 22nd 2017 June, 2017 ITAtech: the "agent for change" in TT landscape A
More informationPOLICY BRIEF AUSTRIAN INNOVATION UNION STATUS REPORT ON THE. adv iso ry s erv ic e in busi n e ss & i nno vation
POLICY BRIEF ON THE AUSTRIAN INNOVATION UNION STATUS REPORT 2014 23.01.2015 mag. roman str auss adv iso ry s erv ic e in busi n e ss & i nno vation wagne rg asse 15 3400 k losterne u bu r g aust ria CONTENTS
More informationOutcomes of the 2018 OECD Ministerial Conference on SMEs & the way forward
Outcomes of the 2018 OECD Ministerial Conference on SMEs & the way forward SME Envoys Network 23 March 2018 Copenhagen Miriam Koreen Deputy Director Centre for Entrepreneurship, SMEs, Regions and Cities
More informationGetting Started. This Lecture
Getting Started Entrepreneurship (MGT-271) Lecture 9-11 This Lecture Intellectual Property Rights Forms of intellectual property Patent, its types and steps to obtaining patent Potential financing sources
More informationWORKSHOP ON BASIC RESEARCH: POLICY RELEVANT DEFINITIONS AND MEASUREMENT ISSUES PAPER. Holmenkollen Park Hotel, Oslo, Norway October 2001
WORKSHOP ON BASIC RESEARCH: POLICY RELEVANT DEFINITIONS AND MEASUREMENT ISSUES PAPER Holmenkollen Park Hotel, Oslo, Norway 29-30 October 2001 Background 1. In their conclusions to the CSTP (Committee for
More informationTOURISM INSIGHT FRAMEWORK GENERATING KNOWLEDGE TO SUPPORT SUSTAINABLE TOURISM. IMAGE CREDIT: Miles Holden
TOURISM INSIGHT FRAMEWORK GENERATING KNOWLEDGE TO SUPPORT SUSTAINABLE TOURISM IMAGE CREDIT: Miles Holden Prioritise insight to generate knowledge Insight is the lifeblood of the New Zealand tourism industry.
More information2016 Executive Summary Canada
5 th Edition 2016 Executive Summary Canada January 2016 Overview Now in its fifth edition and spanning across 23 countries, the GE Global Innovation Barometer is an international opinion survey of senior
More informationEFFICACY OF INNOVATION DIAGNOSTIC TOOLS IN IDENTIFYING MODELS OF SUSTAINABLE INNOVATION IN MANUFACTURING SME
EFFICACY OF INNOVATION DIAGNOSTIC TOOLS IN IDENTIFYING MODELS OF SUSTAINABLE INNOVATION IN MANUFACTURING SME TIM MAZZAROL UWA Business School University of Western Australia 35 Stirling Highway, CRAWLEY
More informationFinancing SMEs and Entrepreneurs 2012
Financing SMEs and Entrepreneurs 2012 AN OECD SCOREBOARD OECD Table of Contents Acronyms and abbreviations 13 Chapter 1. Financing SMEs and Entrepreneurs: Understanding and Developing an OECD Scoreboard
More informationTechnology Executive Committee
Technology Executive Committee TEC/2015/11/13 21 August 2015 Eleventh meeting of the Technology Executive Committee United Nations Campus (AHH building), Bonn, Germany 7 11 September 2015 Background note
More information"Made In China 2025 & Internet Plus: The 4th Industrial Revolution" Opportunities for Foreign Invested Enterprises in China
China Insights - Made in China 2025 and Internet Plus - Opportunities for foreign companies in China "Made In China 2025 & Internet Plus: The 4th Industrial Revolution" Opportunities for Foreign Invested
More informationTechnology and Industry Outlook Country Studies and Outlook Division (DSTI/CSO)
OECD Science, Technology and Industry Outlook 2012 Directorate for Science Technology and Industry Directorate for Science, Technology and Industry Country Studies and Outlook Division (DSTI/CSO) What
More informationINTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016
www.euipo.europa.eu INTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016 Executive Summary JUNE 2016 www.euipo.europa.eu INTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016 Commissioned to GfK Belgium by the European
More informationINTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016
www.euipo.europa.eu INTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016 Executive Summary JUNE 2016 www.euipo.europa.eu INTELLECTUAL PROPERTY (IP) SME SCOREBOARD 2016 Commissioned to GfK Belgium by the European
More informationNational Intellectual Property Systems, Innovation and Economic Development Framework for Country Analysis. Dominique Guellec
National Intellectual Property Systems, Innovation and Economic Development Framework for Country Analysis Dominique Guellec How can IP systems best be mobilised for innovation in middle-income economies?
More informationPathways to Technological Innovation. A Submission to the Standing Committee on Science and Innovation. Professor Trevor Cole
Pathways to Technological Innovation A Submission to the Standing Committee on Science and Innovation Professor Trevor Cole I respond to the seeking submissions concerning issues relating to successful
More informationAnnual Report 2010 COS T SME. over v i e w
Annual Report 2010 COS T SME over v i e w 1 Overview COST & SMEs This document aims to provide an overview of SME involvement in COST, and COST s vision for increasing SME participation in COST Actions.
More informationCRC Association Conference
CRC Association Conference Brisbane, 17 19 May 2011 Productivity and Growth: The Role and Features of an Effective Innovation Policy Jonathan Coppel Economic Counsellor to OECD Secretary General 1 Outline
More informationEIF: Financing SMEs, creating & measuring meaningful impact
EIF: Financing SMEs, creating & measuring meaningful impact Helmut Kraemer-Eis, Head of Research & Market Analysis, Chief Economist European Investment Fund, EIF Rome Investment Forum 15th December 2017
More informationVOLUME I (EXECUTIVE SUMMARY & FINDINGS)
FACTORS AFFECTING THE USE OF INTELLECTUAL PROPERTY (IP) PROTECTION BY SMALL AND MEDIUM ENTERPRISES (SMES) IN AUSTRALIA A Report for the Commonwealth Department of Industry, Tourism and Resources VOLUME
More informationMSMES: OPPORTUNITIES AND CHALLENGES FOR THE SDG AGENDA
MSMES: OPPORTUNITIES AND CHALLENGES FOR THE SDG AGENDA Global Symposium on the role of micro-, small- and medium-sized enterprises (MSMEs) in the achievement of Sustainable Development Goals (SDGs) UN
More informationSTATE ADVANCED MANUFACTURING POLICIES AND PROGRAMS. As at February 2018
ANNEXURE STATE ADVANCED MANUFACTURING POLICIES AND PROGRAMS As at February 2018 Queensland The Queensland Advanced Manufacturing 10-Year Roadmap and Action Plan was finalised in December 2016 after consultation
More informationKey features in innovation policycomparison. Dr Gudrun Rumpf Kyiv, 9 November, 2010
Enhance Innovation Strategies, Policies and Regulation in Ukraine EuropeAid/127694/C/SER/UA Ukraine This Project is funded by the European Union Key features in innovation policycomparison EU and Ukraine
More informationCreative Industries: The Next Phase
Creative Industries: The Next Phase Innovation Impulses & Crossover Effects: Key Results From The New Austrian Creative Industries Report Austrian Institute for SME Research Peter Voithofer, Director Institute
More informationFINLAND. The use of different types of policy instruments; and/or Attention or support given to particular S&T policy areas.
FINLAND 1. General policy framework Countries are requested to provide material that broadly describes policies related to science, technology and innovation. This includes key policy documents, such as
More informationCOMPETITIVNESS, INNOVATION AND GROWTH: THE CASE OF MACEDONIA
COMPETITIVNESS, INNOVATION AND GROWTH: THE CASE OF MACEDONIA Jasminka VARNALIEVA 1 Violeta MADZOVA 2, and Nehat RAMADANI 3 SUMMARY The purpose of this paper is to examine the close links among competitiveness,
More informationNational Innovation System of Mongolia
National Innovation System of Mongolia Academician Enkhtuvshin B. Mongolians are people with rich tradition of knowledge. When the Great Mongolian Empire was established in the heart of Asia, Chinggis
More informationThe Challenge for SMEs. Government Policy
HOW CAN SMEs MAKE THE MOST OF OPPORTUNITIES AND CHALLENGES FOR THE UK INDUSTRIAL STRATEGY A speech delivered at the launch of a British Academy and Leverhulme funded project on knowledge co-creation between
More informationTHE IMPLICATIONS OF THE KNOWLEDGE-BASED ECONOMY FOR FUTURE SCIENCE AND TECHNOLOGY POLICIES
General Distribution OCDE/GD(95)136 THE IMPLICATIONS OF THE KNOWLEDGE-BASED ECONOMY FOR FUTURE SCIENCE AND TECHNOLOGY POLICIES 26411 ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Paris 1995 Document
More informationReport of Visit to Agency ANI Portugal. Lisbon, 2 May 2016
Report of Visit to Agency ANI Portugal Lisbon, 2 May 2016 1 1 Recommendation to the board, Executive summary, Executive Summary: The MPG and the EWG recommends to the Board to invite ANI Portugal (Agência
More informationCommittee on Development and Intellectual Property (CDIP)
E CDIP/21/12 REV. ORIGINAL: ENGLISH DATE: MAY 16, 2018 Committee on Development and Intellectual Property (CDIP) Twenty-First Session Geneva, May 14 to 18, 2018 PROJECT PROPOSAL FROM THE DELEGATIONS OF
More informationDeliverable Report on International workshop on Networked Media R&D commercialization, Istanbul, Turkey
Deliverable 2.2.5 Report on International workshop on Networked Media R&D commercialization, Istanbul, Turkey www.smard-project.eu This project is funded with support from the European Commission. This
More informationNational Innovation Systems: Implications for Policy and Practice. Dr. James Cunningham Director. Centre for Innovation and Structural Change
National Innovation Systems: Implications for Policy and Practice Dr. James Cunningham Centre for Innovation and Structural Change InterTradeIreland Innovation Conference 2009 9 th June 2009 Overview National
More informationEstablishing a reference framework for assessing the Socio-economic impact of Research Infrastructures
Establishing a reference framework for assessing the Socio-economic impact of Research Infrastructures Survey of RI Managers and External Stakeholders OECD GSF Workshop on SEIRI Paris, 19-20 March 2018
More informationHOTELS, TOURISM & LEISURE. Hotels, Tourism & Leisure
HOTELS, TOURISM & LEISURE nem is one of Australasia s largest boutique business consultancy firms, which is able to draw on the significant skills and experience of over 50 partners across Australia and
More informationIDEO PROJECT. Venture Capital & Private Equity LATVIA
IDEO PROJECT Venture Capital & Private Equity LATVIA PROBLEM: COMPANIES LACK EQUITY Benefits from venture capital and private equity to Latvian businesses, government and investors 3 Benefits to Latvian
More informationBISMILLAHIR RAHMANIR RAHIM, Hon ble Chief Guest Dr. Atiur Rahman, Governor, Bangladesh Bank;
Speech by Mr. Md. Sabur Khan, President, DCCI in the program on Joint initiatives of Bangladesh Bank and CIRDAP for Development of SMEs jointly organized by Bangladesh Bank and CIRDAP (Centre on Integrated
More informationInclusively Creative
In Bandung, Indonesia, December 5 th to 7 th 2017, over 100 representatives from the government, civil society, the private sector, think-tanks and academia, international organization as well as a number
More informationECU Research Commercialisation
The Framework This framework describes the principles, elements and organisational characteristics that define the commercialisation function and its place and priority within ECU. Firstly, care has been
More informationAdvanced Manufacturing
Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia EXECUTIVE SUMMARY NOVEMBER 2016 www.csiro.au CSIRO FUTURES CSIRO Futures is the strategic advisory and foresight
More informationPublic Sector Future Scenarios
Public Sector Future Scenarios Two main scenarios have been generated as a result of the scenario building exercise that took place in the context of the SONNETS project, as follows: Probable Scenario
More informationTHE ATTITUDES OF ENTREPRENEURS AND MANAGERS REGARDING THE INFORMATION TECHNOLOGY IN ALBANIAN TOURISM ENTERPRISES ABSTRACT
THE ATTITUDES OF ENTREPRENEURS AND MANAGERS REGARDING THE INFORMATION TECHNOLOGY IN ALBANIAN TOURISM ENTERPRISES Elton Noti, Phd University Alexander moisiu, Durres ALBANIA Edlira Llazo University Alexander
More informationASEAN: A Growth Centre in the Global Economy
Bank Negara Malaysia Governor Dr. Zeti Akhtar Aziz Speech at the ASEAN SME Conference 2015 It is my pleasure to be here this afternoon to speak at this inaugural ASEAN SME Conference. This conference takes
More informationInternational Workshop on Economic Census
International Workshop on Economic Census United Nations Statistics Division (UNSD) National Bureau of Statistics of China (NBS) 26 29 July 2005, Beijing Country Profile on Economic Census Thailand Ms.Luckana
More informationVTT TECHNOLOGY STUDIES. KNOWLEDGE SOCIETY BAROMETER Mika Naumanen Technology Studies VTT Technical Research Centre of Finland
KNOWLEDGE SOCIETY BAROMETER Mika Naumanen Technology Studies VTT Technical Research Centre of Finland Knowledge society barometer Economic survey -type of tool to assess a nation s inclination towards
More informationHELPING BIOECONOMY RESEARCH PROJECTS RAISE THEIR GAME
HELPING BIOECONOMY RESEARCH PROJECTS RAISE THEIR GAME An early glimpse into the lessons learnt from ProBIO 1 FOREWORD The fascinating experience of ProBIO This brochure comes as the ProBIO project is reaching
More informationDraft executive summaries to target groups on industrial energy efficiency and material substitution in carbonintensive
Technology Executive Committee 29 August 2017 Fifteenth meeting Bonn, Germany, 12 15 September 2017 Draft executive summaries to target groups on industrial energy efficiency and material substitution
More informationThe Role of Effective Intellectual Property Management in Enhancing the Competitiveness of Small and Medium-sized Enterprises (SMEs)
The Role of Effective Intellectual Property Management in Enhancing the Competitiveness of Small and Medium-sized Enterprises (SMEs) Training of Trainers Program on Effective Intellectual Property Asset
More informationGENEVA COMMITTEE ON DEVELOPMENT AND INTELLECTUAL PROPERTY (CDIP) Fifth Session Geneva, April 26 to 30, 2010
WIPO CDIP/5/7 ORIGINAL: English DATE: February 22, 2010 WORLD INTELLECTUAL PROPERT Y O RGANI ZATION GENEVA E COMMITTEE ON DEVELOPMENT AND INTELLECTUAL PROPERTY (CDIP) Fifth Session Geneva, April 26 to
More informationSuperfast Broadband Business Exploitation Project Digital Maturity Survey for Wales 2017
Superfast Broadband Business Exploitation Project Digital Maturity Survey for Wales 2017 15 May 2018 Table of contents Summary... 1 1. Introduction... 5 1.1 The research... 5 1.2 The context for the research...
More informationSustainable Development Education, Research and Innovation
Sustainable Development Education, Research and Innovation Vision for Knowledge Economy Professor Maged Al-Sherbiny Assistant Minister for Scientific Research Towards Science, Technology and Innovation
More informationCapturing and Conveying the Essence of the Space Economy
Capturing and Conveying the Essence of the Space Economy Joan Harvey Head, Research & Analysis Policy and External Relations Canadian Space Agency Presentation to the World Economic Forum Global Agenda
More informationand R&D Strategies in Creative Service Industries: Online Games in Korea
RR2007olicyesearcheportInnovation Characteristics and R&D Strategies in Creative Service Industries: Online Games in Korea Choi, Ji-Sun DECEMBER, 2007 Science and Technology Policy Institute P Summary
More informationHigh Level Seminar on the Creative Economy and Copyright as Pathways to Sustainable Development. UN-ESCAP/ WIPO, Bangkok December 6, 2017
High Level Seminar on the Creative Economy and Copyright as Pathways to Sustainable Development UN-ESCAP/ WIPO, Bangkok December 6, 2017 Edna dos Santos-Duisenberg creative.edna@gmail.com Policy Advisor
More informationInnovation in Europe: Where s it going? How does it happen? Stephen Roper Aston Business School, Birmingham, UK
Innovation in Europe: Where s it going? How does it happen? Stephen Roper Aston Business School, Birmingham, UK Email: s.roper@aston.ac.uk Overview Innovation in Europe: Where is it going? The challenge
More informationChapter 8. Technology and Growth
Chapter 8 Technology and Growth The proximate causes Physical capital Population growth fertility mortality Human capital Health Education Productivity Technology Efficiency International trade 2 Plan
More informationIntellectual property governance and strategic value creation:
Intellectual property governance and strategic value creation: some evidence from European organizations in, pharmaceutical and public research fields Dr. Federica Rossi (rossi.federica@unito.it) Universita
More informationREPORT ON THE EUROSTAT 2017 USER SATISFACTION SURVEY
EUROPEAN COMMISSION EUROSTAT Directorate A: Cooperation in the European Statistical System; international cooperation; resources Unit A2: Strategy and Planning REPORT ON THE EUROSTAT 2017 USER SATISFACTION
More informationIncreased Visibility in the Social Sciences and the Humanities (SSH)
Increased Visibility in the Social Sciences and the Humanities (SSH) Results of a survey at the University of Vienna Executive Summary 2017 English version Increased Visibility in the Social Sciences and
More informationDELAWARE S FUTURE IN THE NEW ECONOMY
DELAWARE S FUTURE IN THE NEW ECONOMY A REVIEW OF THE KAUFFMAN FOUNDATION S 2012 NEW ECONOMY INDEX REPORT Ken Anderson Director Entrepreneurial and Small Business Development Delaware Economic Development
More informationThe Relationship between Entrepreneurship, Innovation and Sustainable Development. Research on European Union Countries.
Available online at www.sciencedirect.com Procedia Economics and Finance 3 ( 2012 ) 1030 1035 Emerging Markets Queries in Finance and Business The Relationship between Entrepreneurship, Innovation and
More informationGood Things Increasing
Social Innovation Good Things Increasing Good Things Increasing Good Things Increasing Good Things Increasing CONTENTS Defining Social Innovation Types of Social Innovation Features of Social Innovation
More informationInnovation Management & Technology Transfer Innovation Management & Technology Transfer
Innovation Management & Technology Transfer Nuno Gonçalves Minsk, April 15th 2014 nunogoncalves@spi.pt 1 Introduction to SPI Opening of SPI USA office in Irvine, California Beginning of activities in Porto
More information15890/14 MVG/cb 1 DG G 3 C
Council of the European Union Brussels, 4 December 2014 (OR. en) 15890/14 OUTCOME OF PROCEEDINGS From: To: No. prev. doc.: Subject: Council Delegations IND 354 COMPET 640 MI 930 RECH 452 ECOFIN 1069 ENV
More informationWIPO REGIONAL SEMINAR ON SUPPORT SERVICES FOR INVENTORS, VALUATION AND COMMERCIALIZATION OF INVENTIONS AND RESEARCH RESULTS
ORIGINAL: English DATE: November 1998 E TECHNOLOGY APPLICATION AND PROMOTION INSTITUTE WORLD INTELLECTUAL PROPERTY ORGANIZATION WIPO REGIONAL SEMINAR ON SUPPORT SERVICES FOR INVENTORS, VALUATION AND COMMERCIALIZATION
More informationInvitation to Participate
Invitation to Participate JOIN US IN THE UNLIMITED RESILIENT DIGITAL CONNECTIVITY Invitation to Participate The Global Space Economy is worth more than $400 billion and set to grow dramatically. The SmartSat
More informationEnforcement of Intellectual Property Rights Frequently Asked Questions
EUROPEAN COMMISSION MEMO Brussels/Strasbourg, 1 July 2014 Enforcement of Intellectual Property Rights Frequently Asked Questions See also IP/14/760 I. EU Action Plan on enforcement of Intellectual Property
More informationDevelopment of innovation - experiences in Poland
Justyna Patalas-Maliszewska Development of innovation - experiences in Poland Summary: Nowadays, the notion of innovation is treated flexibly depending on the field in which it is used. The bases of being
More informationFrom FP7 towards Horizon 2020 Workshop on " Research performance measurement and the impact of innovation in Europe" IPERF, Luxembourg, 31/10/2013
From FP7 towards Horizon 2020 Workshop on " Research performance measurement and the impact of innovation in Europe" IPERF, Luxembourg, 31/10/2013 Lucilla Sioli, European Commission, DG CONNECT Overview
More informationFACTORS AFFECTING ADOPTION OF DIGITAL BUSINESS: EVIDENCE FROM AUSTRALIA Qiuyan Fan, Western Sydney University, Australia
Global Journal of Business Research Vol. 10, No. 3, 2016, pp. 79-84 ISSN: 1931-0277 (print) ISSN: 2157-0191 (online) www.theibfr.com FACTORS AFFECTING ADOPTION OF DIGITAL BUSINESS: EVIDENCE FROM AUSTRALIA
More informationEmpirical Research Regarding the Importance of Digital Transformation for Romanian SMEs. Livia TOANCA 1
Empirical Research Regarding the Importance of Digital Transformation for Romanian SMEs Livia TOANCA 1 ABSTRACT As the need for digital transformation becomes more and more self-evident with the rapid
More informationChapter 4. Research Objectives and Hypothesis Formulation
Chapter 4 Research Objectives and Hypothesis Formulation 77 Chapter 4: Research Objectives and Hypothesis Formulation 4.1 Introduction and Relevance of the Topic The present study aims at examining the
More informationINNOVATIVE CLUSTERS & STRATEGIC INTELLIGENCE
INNOVATIVE CLUSTERS & STRATEGIC INTELLIGENCE Prof. Nicos Komninos URENIO Research Unit Aristotle University www.urenio.org STRATINC Final Conference 7 September 2006, Brussels Outline Introduction: STRATINC
More informationSlide 25 Advantages and disadvantages of patenting
Slide 25 Advantages and disadvantages of patenting Patent owners can exclude others from using their inventions. If the invention relates to a product or process feature, this may mean competitors cannot
More informationKKR Credit Advisors (Ireland) Unlimited Company PILLAR 3 DISCLOSURES
KKR Credit Advisors (Ireland) Unlimited Company KKR Credit Advisors (Ireland) Unlimited Company PILLAR 3 DISCLOSURES JUNE 2017 1 1. Background The European Union Capital Requirements Directive ( CRD or
More informationDigital literacy and e-skills: participation in the digital economy
Digital literacy and e-skills: participation in the digital economy Who is IBSA? Innovation & Business Skills Australia (IBSA) is one of eleven Industry Skills Councils (ISCs) funded by the Australian
More informationAnalysing Megatrends to Better shape the future of Tourism
Issues Paper Analysing Megatrends to Better shape the future of Tourism 2-3 October 2017 OECD, Paris 2 Background information This note is provided as background information at the High Level Meeting on
More informationFinancing Emerging Growth Companies
Financing Emerging Growth Companies July (8,15,22) 2005 Ravi Sinha/Wilson Zehr Portland State University School of Business July 8, 2005 1:00 1:50 Class overview, review syllabus, grading, case studies
More informationMicro, Small and Medium Enterprises in India: The Challenges of Technology Adoption
ISSN 2278 0211 (Online) ISSN 2278 7631 (Print) Micro, Small and Medium Enterprises in India: The Challenges of Technology Adoption Dr. Rajeev Srivastava, Faculty of Economics, Jaypee University of Engineering
More informationAn Introduction to China s Science and Technology Policy
An Introduction to China s Science and Technology Policy SHANG Yong, Ph.D. Vice Minister Ministry of Science and Technology, China and Senior Fellow Belfer Center for Science and International Affairs
More informationSir Howard Newby ECONOMY. OECD: Globally Competitive, Locally Engaged INFLUENCE OF REGION ON INFLUENCE OF UNIVERSITIES ON. Universities provide:
OECD: Globally Competitive, Locally Engaged SHIFT TO THE KNOWLEDGE ECONOMY Universities provide: Higher Education and Regions Sir Howard Newby University of the West of England, Bristol, UK - knowledge
More informationCIPO Update. Johanne Bélisle. Commissioner of Patents, Registrar of Trade-marks and Chief Executive Officer
CIPO Update by Johanne Bélisle Commissioner of Patents, Registrar of Trade-marks and Chief Executive Officer at the Intellectual Property Institute of Canada 91st Annual Meeting Niagara Falls, Ontario
More informationAn Integrated Expert User with End User in Technology Acceptance Model for Actual Evaluation
Computer and Information Science; Vol. 9, No. 1; 2016 ISSN 1913-8989 E-ISSN 1913-8997 Published by Canadian Center of Science and Education An Integrated Expert User with End User in Technology Acceptance
More informationAdded Value of Networking Case Study INOV: encouraging innovation in rural Portugal. Portugal
Added Value of Networking Case Study RUR@L INOV: encouraging innovation in rural Portugal Portugal March 2014 AVN Case Study: RUR@L INOV encouraging innovation in rural Portugal Executive Summary It was
More informationBASED ECONOMIES. Nicholas S. Vonortas
KNOWLEDGE- BASED ECONOMIES Nicholas S. Vonortas Center for International Science and Technology Policy & Department of Economics The George Washington University CLAI June 9, 2008 Setting the Stage The
More informationSubmission to the Productivity Commission inquiry into Intellectual Property Arrangements
Submission to the Productivity Commission inquiry into Intellectual Property Arrangements DECEMBER 2015 Business Council of Australia December 2015 1 Contents About this submission 2 Key recommendations
More informationPoland: Competitiveness Report 2015 Innovation and Poland s Performance in
Poland: Competitiveness Report 2015 Innovation and Poland s Performance in 2007-2014 Marzenna Anna Weresa The World Economy Research Institute Collegium of the World Economy Key research questions How
More informationIntroduction to the SMEs Division of WIPO
Introduction to the SMEs Division of WIPO Guriqbal Singh Jaiya Director Small and Medium-Sized Enterprises Division World Intellectual Property Organization 1 National Needs and Concerns Sustainable Economic
More informationAdoption and diffusion of cloud computing in the public sector A case study of Zambia. Shuller Habeenzu ITMC/RIA Focal Point-Lusaka
Adoption and diffusion of cloud computing in the public sector A case study of Zambia Shuller Habeenzu ITMC/RIA Focal Point-Lusaka Zambia : A brief Overview Rapid and youthful population growth Poverty
More informationMinistry of Industry. Indonesia s 4 th Industrial Revolution. Making Indonesia 4.0. Benchmarking Implementasi Industri 4.0 A.T.
Ministry of Industry s 4 th Industrial Revolution Making 4.0 Benchmarking Implementasi Industri 4.0 A.T. Kearney Industry 4.0 initiative is the global trend in the manufacturing industry End of 18 th century
More informationSocial Innovation and new pathways to social changefirst insights from the global mapping
Social Innovation and new pathways to social changefirst insights from the global mapping Social Innovation2015: Pathways to Social change Vienna, November 18-19, 2015 Prof. Dr. Jürgen Howaldt/Antonius
More informationDIGITAL ECONOMY BUSINESS SURVEY 2017
hie.co.uk DIGITAL ECONOMY BUSINESS SURVEY 2017 Executive Summary Highlands and Islands: March 2018 INTRODUCTION In 2017, the Scottish Government, in partnership with HIE, Scottish Enterprise and Skills
More informationResearch on the Impact of R&D Investment on Firm Performance in China's Internet of Things Industry
Journal of Advanced Management Science Vol. 4, No. 2, March 2016 Research on the Impact of R&D Investment on Firm Performance in China's Internet of Things Industry Jian Xu and Zhenji Jin School of Economics
More informationQUANTITATIVE ASSESSMENT OF INSTITUTIONAL INVENTION CYCLE
QUANTITATIVE ASSESSMENT OF INSTITUTIONAL INVENTION CYCLE Maxim Vlasov Svetlana Panikarova Abstract In the present paper, the authors empirically identify institutional cycles of inventions in industrial
More informationAsking Questions on Knowledge Exchange and Exploitation in the Business R&D and Innovation Survey
Asking Questions on Knowledge Exchange and Exploitation in the Business R&D and Innovation Survey John Jankowski Program Director Research & Development Statistics OECD-KNOWINNO Workshop on Measuring the
More information