Social capital and rural innovation process. The evaluation of the measure 124 \u201cCooperation for Development of New Products, Processes and Technologies in the Agriculture, Food and Forestry Sector\u201d in the Umbria Region (Italy)

The most recent theories on innovation point out the role of social networks, demonstrating how knowledge is intertwined with network communities and social capital represents an essential factor to comprehend innovation. The social network dimension of the innovation process is also acknowledged in the actual definition of an agricultural innovation system (AIS). This study attempts to assess the role played by social capital in agricultural innovation projects co-financed by the Measure 124 of the Rural Development Program (2007-2013) of the Umbria Region (Italy), based on the analysis of 5 evaluation criteria (relevance, innovation, effectiveness, sustainability, and social capital) in relation to 8 selected projects. The obtained results confirm the validity of the proposed methodology both for the purpose of internal monitoring of the project and for the assessment of the measure on the basis of tangible and intangible factors, such as social capital

Clustering tales from the Greek construction sector: lessons from experience

The idea of increasing regional and national economic competitiveness through the implementation of cluster strategies is not something new. In each business sector, in each country, the creation of clusters has been used to capitalise on sector characteristics and address country specific productivity needs. While clusters have met with significant success in many context, the Greek context and in particularly the Greek Construction sector has not been so fruitful. This paper, through the development of a conceptual framework, questionnaires with 92 firms and interviews with 10 key firms, sought to investigate the critical success factors for the creation of a cluster within the challenging context of the Greek construction sector. Using evidence of good practicefrom other European countries facing similar challenges and the empirical data, the findings indicated a series of factors which firms could adopt, mitigate against or manage to help improve the potential success of the cluster. The findingstherefore have important implications for interventions not only by the state and local authorities that will encourage construction firms to participate in a cluster, but also by the managers/owners/practitioners for the creation of the required foundations for their participation in an environment where competitors cooperate

A Simulation Model for Decision Support in Small Medium Enterprises (SMEs) for ERP Systems Implementation

(c) The Author/sfals

A multi-dimensional model to the digital maturity life-cycle for SMEs

As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data- information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development

A multi-dimensional model to the digital maturity life-cycle for SMEs

As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development

Effectiveness of HRD for developing SMEs in South Asia

Today South Asia is host to a large youth bulge which is entering the labor market every year posing challenging questions for the national governments in the context of employable skills, space for entrepreneurship, innovation and economic freedom. SME sector provides an opportunity for the young to exercise their ideas and ideals. However a prerequisite for the young to be innovate is the how countries produce and retain a high end human capital. This study provides a review of national socio-economic policies in South Asian region - which answer such challenges.human resource development, small and medium enterprises, economic growth, competitiveness

An Investigation into the Management of Vehicle Repair Garages in the Bolgatanga Municipality of Ghana

The main purpose of this study is to investigate the management of vehicle repair garages in the Bolgatanga Municipality. A 67 item questionnaire was used to collect data from a randomly selected sample of 52 entrepreneurs of vehicle repair garages in the Bolgatanga Municipality. Frequency counts, percentages, and Pearson’s chi-square test for independence were used to analyze the data collected. The study found that majority of the entrepreneurs of vehicle repair garages in the Bolgatanga Municipality were predominantly young males (between 29-39yrs), possessed no formal school certificate, and had between six and 11years of working experience. Also, the study revealed that the factors contributing to the success of vehicle repair garages in the Bolgatanga Municipality were management skills, entrepreneurial characteristics, and human capital. Moreover, the study noted that the business challenges facing vehicle repair garages in the Bolgatanga Municipality were high cost of inputs, high cost of borrowing money, high utility charges, high rental charges, debts collection from business creditors, and unfavourable business laws. In addition, the study found that gender, age, level of education, and working experience of the entrepreneurs are independent of the performance of vehicle repair garages in the Bolgatanga Municipality. Keywords: Management, Demographic Characteristics, and Vehicle Repair Garages

Productivity Measurement System for Small and Medium-sized Enterprises (SMEs) using Balanced Scorecard Approach

Productivity measurement is important in inculcating performance evaluation in Small and Medium-sized Enterprises (SMEs). Balanced Scorecard is undoubtedly one of the most widely recognized methods used in measuring productivity. When measuring productivity in SMEs, there is a lack of research in the usage of Balanced Scorecard approach. The objective of this project is to develop a productivity measurement system (PMS) for SMEs using Balanced Scorecard approach. This work presents a proposed application of Balanced Scorecard approach to a SME’s PMS. The proposed model can be used to measure the productivity level of a SME based on the four Balanced Scorecard perspectives. The scope of this work was the findings regarding PMS and various methods used in measuring productivity. The methodology used in developing PMS was the Prototyping Method. Through this project, it is found that SMEs and large organizations have the similar design in process steps for Balanced Scorecard approach. However, the key difference is the duration of the process involved. Thus, Balanced Scorecard can be successfully implemented in SMEs when it adapts to the characteristics in SMEs. As a result, PMS for SMEs using Balanced Scorecard approach was being developed in order to demonstrate the application of the proposed model

The best practice of CRM implementation for small- and medium-sized enterprises

The biggest key aspect to the success of a business is a satisfied customer. For this reason, it is possible to state that the growing trend of focusing on the customer and his/her needs has prevailed in recent years. The aim of this article is to analyze the use of CRM (Customer Relationship Management) systems in small- and medium-sized enterprises (SMEs) in the Czech Republic and to find the determinants for CRM system implementation. The best practice for CRM implementation suitable for SMEs is clarified using a specific case of a global enterprise. A fully functional CRM system can be considered a competitive advantage, and this is not only the case for global companies, but also for small and medium enterprises. Using a functional CRM interconnected with an ERP system, enterprises are able to manage business and direct marketing activities, as well as the company’s overall profits. These functional systems lead to an integrated system called funnel management, which improves customer relationship management and leads to a sustainable business.Web of Science91art. no. 2