54,553 research outputs found

    SMEs and virtual R&D teams: a motive channel for relationship between SMEs

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    In today?s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development

    Entrepreneurship in the old en new Europe

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    Developing a dynamic SME sector is essential for countries transforming their centrally planned economy into a market oriented one. New firm formation is the major driver of this transition. Obviously, entrepreneurial energy is a necessary condition for new firm formation. This paper uses 2004 survey data from the 25 EU member states and the US to explain country differences in entrepreneurial energy. This energy is captured as latent and actual entrepreneurship.

    OECD reviews of higher education in regional and city development, State of Victoria, Australia

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    With more than 5.3 million inhabitants Victoria is the second most populous state in Australia. Once a manufacturing economy, Victoria is now transforming itself into a service and innovation-based economy. Currently, the largest sectors are education services and tourism. In terms of social structure, Victoria is characterised by a large migrant population, 24% of population were born overseas and 44% were either born overseas or have a parent who was born overseas. About 70% of the population resides in Melbourne. Victoria faces a number of challenges, ranging from an ageing population and skills shortages to drought and climate change and increased risk of natural disasters. Rapid population growth, 2% annually, has implications for service delivery and uneven development as well as regional disparities. There are barriers to connectivity in terms of transport and infrastructure, and a high degree of inter-institutional competition in tertiary education sector. The business structure in Victoria includes some highly innovative activities such as in biotechnology, but other sectors, especially those with high number of small and medium-sized enterprises, are lagging behind. Most of the larger manufacturing enterprises are externally controlled and there is uncertainty over the long term investments they will make in the state, as well as the place of Victoria in the global production networks

    Understanding take-up of broadband by small and micro-enterprises: a case study

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    The paper examines patterns of broadband take-up, implementation and effects within small and micro-sized enterprises. The research focuses on the ‘onlincolnshire’ initiative, a local government-led programme which aims to encourage broadband take-up through provision of connection subsidies to SMEs in rural areas of Lincolnshire

    Industry 4.0: The Future of Indo-German Industrial Collaboration

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    Industry 4.0 can be described as the fourth industrial revolution, a mega- trend that affects every company around the world. It envisions interconnections and collaboration between people, products and machines within and across enterprises. Why does Industry 4.0 make for an excellent platform for industrial collaboration between India and Germany? The answers lie in economic as well as social factors. Both countries have strengths and weakness and strategic collaboration using the principles of Industry 4.0 can help both increase their industrial output, GDP and make optimal use of human resources. As a global heavy weight in manufacturing and machine export, Germany has a leading position in the development and deployment of Industry 4.0 concepts and technology. However, its IT sector, formed by a labor force of 800,000 employees, is not enough. It needs more professionals to reach its full potential. India, on the other hand, is a global leader in IT and business process outsourcing. But its manufacturing industry needs to grow significantly and compete globally. These realities clearly show the need for Industry 4.0-based collaboration between Germany and India. So how does Industry 4.0 work? In a first step, we look at the technical pers- pective – the vertical and horizontal integration of Industry 4.0 principles in enterprises. Vertical integration refers to operations within Smart Factories and horizontal integration to Smart Supply Chains across businesses. In the second step, we look at manufacturing, chemical industry and the IT sector as potential targets for collaboration between the two countries. We use case studies to illustrate the benefits of the deployment of Industry 4.0. Potential collaboration patterns are discussed along different forms of value chains and along companies’ ability to achieve Industry 4.0 status. We analyse the social impact of Industry 4.0 on India and Germany and find that it works very well in the coming years. Germany with its dwindling labor force might be compensated through the automation. This will ensure continued high productivity levels and rise in GDP. India, on the other hand has a burgeoning labor market, with 10 million workers annually entering the job market. Given that the manufacturing sector will be at par with Europe in efficiency and costs by 2023, pressure on India’s labor force will increase even more. Even its robust IT sector will suffer fewer hires because of increased automation. Rapid development of technologies – for the Internet of Things (IoT) or for connectivity like Low-Power WAN – makes skilling and reskilling of the labor force critical for augmenting smart manufacturing. India and Germany have been collaborating at three levels relevant to Industry 4.0 – industry, government and academics. How can these be taken forward? The two countries have a long history of trade. The Indo-German Chamber of Commerce (IGCC) is the largest such chamber in India and the largest German chamber worldwide. VDMA (Verband Deutscher Maschinen- und Anlagenbau, Mechanical Engineering Industry Association), the largest industry association in Europe, maintains offices in India. Indian key players in IT, in turn, have subsidia- ries in Germany and cooperate with German companies in the area of Industry 4.0. Collaboration is also supported on governmental level. As government initiatives go, India has launched the “Make in India” initiative and the “Make in India Mittelstand! (MIIM)” programme as a part of it. The Indian Government is also supporting “smart manufacturing” initiatives in a major way. Centers of Excellence driven by the industry and academic bodies are being set up. Germany and India have a long tradition of research collaboration as well. Germany is the second scientific collaborator of India and Indian students form the third largest group of foreign students in Germany. German institutions like the German Academic Exchange Service (DAAD) or the German House for Research and Innovation (DWIH) are working to strengthen ties between the scientific communities of the two countries, and between their academia and industry. What prevents Industry 4.0 from becoming a more widely used technology? Recent surveys in Germany and India show that awareness about Industry 4.0 is still low, especially among small and medium manufacturing enterprises. IT companies, on the other hand, are better prepared. There is a broad demand for support, regarding customtailored solutions, information on case studies and the willingness to participate in Industry 4.0 pilot projects and to engage in its platform and networking activities. We also found similar responses at workshops conducted with Industry 4.0 stakehold- ers in June 2017 in Bangalore and Pune and in an online survey. What can be done to change this? Both countries should strengthen their efforts to create awareness for Industry 4.0, especially among small and medium enterprises. Germany should also put more emphasis on making their Industry 4.0 technology known to the Indian market. India’s IT giants, on the other hand, should make their Industry 4.0 offers more visible to the German market. The governments should support the establishing of joint Industry 4.0 collaboration platforms, centers of excellence and incubators to ease the dissemination of knowledge and technology. On academic level, joint research programs and exchange programs should be set up to foster the skilling of labor force in the deployment of Industry 4.0 methods and technologies

    THE PERCEPTION AND ROLE OF CORPORATE SOCIAL RESPONSIBILITY IN CENTRAL AND EASTERN EUROPE

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    The article is focused on the analyses of the issues that the global society faces – hunger, unemployment, ethnic minority inclusion, improvement of labor conditions, the need for highly skilled labor force, illiteracy, drugs and alcohol abuse, crime or poverty, etc. – and which require considerable attention, responsible actions and more concern and involvement from the main economic players on international, regional and national levels. That means the business sector might be the missing link in this challenging puzzle. A series of concepts such as: corporate governance, corporate social responsibility, corporate citizenship, corporate community involvement, promotes and stimulates the contribution of the business sector at the community level in order to solve problems and improve the life of the community. Corporate social responsibility is to be seen as an important feature of the new economy and needs a special attention in order to be efficiently developed and applied in Central and Eastern Europe by private companies, often multinationals that are expanding their operations in order to be consistent with their own best strategic interests.corporate social responsibility, Central and Eastern Europe, social issues

    Victorian Aboriginal economic strategy 2013-2020

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    The Victorian Aboriginal Economic Strategy was launched by the Minister for Aboriginal Affairs on 6 December 2013. The Strategy leverages the strengths of Aboriginal Victorians and the State economy to build opportunity and economic prosperity and deliver better life outcomes for Aboriginal Victorians. Economic participation and development are central to the Government\u27s reform agenda for closing the gap, the Victorian Aboriginal Affairs Framework 2013–2018. The Strategy extends from education, to more job opportunities with career pathways, and growing Aboriginal business enterprise and investment. Actions under the Strategy build on efforts across the Victorian Government and leverage private sector partners, to deliver strong outcomes in education, training employment and business enterprise. A Victorian Aboriginal Economic Board will be established in 2014 to support delivery of the Strategy, cut through red tape and build strategic connections with industries and the finance sector. The development of the Strategy has been informed by Ministerial Roundtables and targeted consultations held during 2013, discussions at the Victorian Aboriginal Economic Development Summit hosted in 2012 and the work of the Victorian Aboriginal Economic Development Group. The Strategy is available at the following links: Victorian Aboriginal Economic Strategy 2013 - 2020 (Word 3.51 MB) Victorian Aboriginal Economic Strategy 2013 - 2020 (PDF 4 MB
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