Smart specialisation for regional economic transformation

The aim of this paper is to provide a quick yet comprehensive understanding of the nature and logic of smart specialisation as a place-based strategy for economic transformation and development. The origin and characteristics of the smart specialisation approach in the European Union are presented together with the main challenges for a successful implementation. Smart specialisation is about identifying and pursuing sub-sectoral and inter-sectoral activities, which can be explored by existing but also new entrant firms, where technology can facilitate either radical innovation, or the incremental utilisation of existing skills/strengths in new niches, fostering regional and national technology-savvy economic transformation. Stakeholder involvement through an entrepreneurial discovery process is a defining feature of this approach.JRC.J.2-Knowledge for Growt

Conceived global: A new breed of portuguese explorer

Since the concept of the Born Global was defined in 1993 there have been an extensive number of research papers and articles on this subject. Despite the large amount of research conducted in this area, we have found no clear evidence of papers studying the impact of the planning stage and of business model definition on the success of the internationalization process. For this study we make use of Portuguese Born Global companies and try to determine how the founders‘ initial planning, dynamic capabilities and networks contribute to shaping BGs‘ evolution and early internationalization patterns. Based on the case studies evidence we conclude that neither a detailed business plan nor external financial support are indispensable conditions for successful internationalization. Instead, the evidence clearly shows that the entrepreneur‘s networks and dynamic capabilities together with the companies‘ adaptability to market unpredictability are the necessary conditions for a Born Global to be successful at the global stage.Desde que o conceito de Born Global foi definido em 1993 um número significativo de artigos e trabalhos têm sido elaborados sobre este assunto. Apesar da enorme pesquisa efetuada sobre este tema, não encontra-mos evidências concretas de artigos ou trabalhos estudando o impacto da fase de planeamento ou o impacto da definição do modelo de negócios no sucesso da internacionalização. Na presente pesquisa utilizamos casos de Born Globals Portuguesas e tentamos determinar de que forma o planeamento inicial efetuado pelos fundadores, as suas capacidades dinâmicas e redes contribuíram na evolução da empresa Born Global e no seu processo de internacionalização. Baseando-nos nas evidências compiladas a partir dos casos estudados, concluímos que quer a existência de um plano de negócios detalhado ou o apoio financeiro externo à empresa não são condições necessárias para o sucesso no processo de internacionalização de uma Born Global. Por outro lado as evidências sugerem que as redes dos fundadores e as suas capacidades dinâmicas assim como a capacidade da empresa de se adaptar às imprevisibilidades dos mercados formam as condições necessárias para que uma empresa Born Global seja bem-sucedida no palco global

D6.2 Report on combinations of conditions for successful and unsuccessful fostering of resilience in agricultural sectors

Farming systems (FS) operate in biophysical, political, social, economic and cultural environments which are often far from stable. Frequently or unfavourably changing conditions can affect FS performance, i.e., the delivery of FS functions (such as food production or ecosystem services). The aim of task 6.1 is to identify principles for an enabling environment to foster (rather than hinder) resilient farming systems in Europe. Task 6.2 will translate these principles into roadmaps that will contain recommendations for both public and private actors and institutions in the enable environment on how to support farming system resilience. A farming system is a system hierarchy level above the farm at which properties emerge resulting from formal and informal interactions and interrelations among farms and non-farm actors to the extent that these mutually influence each other. The environment can then be defined as the context of a farming system on which farming system actors have no or little influence. Hence, actors belonging to the environment may be food processors, retailers, financial institutions, technology providers, consumers, policy makers, etc. Fostering FS resilience is done through (re)designing institutions and building and mobilising resources in order to enhance resilience enabling attributes of FS (and remove resilience constraining attributes). These institutions can be both part of the FS and part of an enabling environment, consisting of private actors (such as food processors, retailers, banks, etc.) and public actors (government agencies). Four archetypical patterns according to which challenges are insufficiently addressed to foster FS resilience have been identified. Six general principles underpinning patterns that enable FS resilience have been formulated. An important challenge is that FS and enabling environments should always find a good balance between addressing challenges in the short run and dealing with challenges in the long run

Innovation Ecosystems: A Sustainability Perspective

To be competitive, companies must develop capabilities that allow them to react rapidly to market demands. The innovation methods of the past are not adapted to the turbulence of the modern world. In the last decade, increasing globalization of markets and Industry 4.0 have caused profound changes in the best way to manage the innovation process. This e-book includes a collection of thirteen papers that discuss theoretical approaches, case studies, and surveys focused on issues related to open innovation and its mechanisms

Towards a Framework for Smart Manufacturing adoption in Small and Medium-sized Enterprises

Smart Manufacturing (SM) paradigm adoption can scale production with demand without compromising on the time for order fulfillment. A smart manufacturing system (SMS) is vertically and horizontally connected, and thus it can minimize the chances of miscommunication. Employees in an SME are aware of the operational requirements and their responsibilities. The machine schedules are prepared based on the tasks a machine must perform. Predictive maintenance reduces the downtime of machines. Design software optimizes the product design. Production feasibility is checked with the help of simulation. The concepts of product life cycle management are considered for waste reduction. Employee safety, and ergonomics, identifying new business opportunities and markets, focus on employee education and skill enhancement are some of the other advantages of SM paradigm adoption. This dissertation develops an SM paradigm adoption framework for manufacturing SMEs by employing the instrumental research approach. The first step in the framework identified the technical aspects of SM, and this step was followed by identifying the research gaps in the suggested methods (in literature) and managerial aspects for adopting SM paradigm. The technical and the managerial aspects were integrated into a toolkit for manufacturing SMEs. This toolkit contains seven modular toolboxes that can be installed in five levels, depending on an SME’s readiness towards SM. The framework proposed in this dissertation focuses on how an SME’s readiness can be assessed and based on its present readiness what tools and practices the SMEs need to have to realize their tailored vision of SM. The framework was validated with the help of two SMEs cases that have recently adopted SM practices

Absorptive, adopted and agile: A study of the digital transformation of Africa carriers

My thesis explores the cultural, social and management context of digital transformation for African carriers, and discusses the elements of social-cultural barriers, obstacles of digital adoption, innovation, organisation change, ecosystem and their influences. Existing studies are mainly based on the presumed conditions in developed markets, including the free market, rule by law, human capital without considering the social and historical obstacles, absorptive capacities of organisations and the influences of foreign ICT enablers. Using a qualitative research paradigm privileges the insiders’ perspective. I have examined the different backgrounds of digital transformation in Africa. Path dependence is a significant negative consequence of post-colonial social net and western knowledge dominant environment. Vested interest plus corruption slowed down the process of digital adoption while arbitrary administration causes unnecessary concerns for participants. Traditionalism of Africa is a trade-off between customs of tribes and influence of colonial power. The priority for carriers is reshaping the organisation to take advantage of existing strategic assets, while the improvement of value creation efficiency is carried out by activating the ability of individuals. The new value net breaks the previous development model of low interdependence, maximising the use of external resources based on complementary advantages and sharing. The value net inherits the advantages of flexibility, innovation, quick response, and risk reduction advantages of organisations. Meanwhile, it has 4 following unique characteristics in Africa: Extremely Various Needs of Customers, Cross-industry, Locally Adopted Business Model and High Sensitivity in Costs. Four aspects are examined in value proposition, core competence, incubation and co-value creation to enable value net synergies. My research contributes to the theory of the digital transformation in undeveloped countries, in particular how social relationships and cultural norms are inextricably linked with insiders’ understandings of digital transformation. It also contributes to emerging debate about digital maturity research paradigms and methodologies

Exploring the effects of digital disruption on radio revenues among urban radio stations in Kenya

This study sought to investigate the effects of digital disruption on radio revenues among urban radio stations in Kenya. The specific objectives of the study were: (i) to explore the trends in radio revenues in a competitive media environment in Kenya; (ii) to examine how radio revenues have been affected by digital disruption; and (iii) to establish new revenue generation strategies adopted by radio stations in Kenya today. The study adopted qualitative approach and employed exploratory research design. Four radio stations in the country were the sample size; Capital FM, Radio Citizen, KBC Radio and Spice FM, where editors, station managers and business managers were interviewed. The sample size also included interviews from media research firms including Media Council of Kenya, Kenya Audience Research Foundation, WPP Group and TIFA Research. Furthermore, there was documents review, where previous studies published by PricewaterhouseCoopers, Media Council of Kenya, Deloitte, Geopoll, Communications Authority, Ipsos and Kenya Audience Research Foundation were reviewed. The research was guided by Strategic Management theory and Media Economics theory. The study used interview guides and document review guide as the data generation tool. This study found out that the audience share has reduced due to a number of factors including digital platforms which provide the information and entertainment that radio and media in general does. These digital platforms have taken away considerable media advertising even as the business environment is very competitive. Despite these, new radio stations are still being opened signifying potential for radio as a business and public interest medium. The findings reveal that some of the trends in radio revenues are decline in revenues, devolution, digital migration and decline in mass market approach by advertisers. Digital disruption has impacted on radio revenues in that there is decline in listenership on broadcasting waves as people access the same information online, the rise of the influencer who are taking away advertisements that were earlier tapped by radio and media in general and move towards embracing digital advertisements only as stations seek to diversify revenue streams. The new revenue generation strategies include increasing direct online marketing through engaging with advertisers and advertising agencies, creating digital assets in diverse platforms where audiences are and learning their trends, establishing media agencies to reduce need for creative work being done by outside companies, banner ads on the radio stations’ website, call center and research for brands, and government. The study recommended maximizing of digital platforms through content and good distribution to tap into internet advertising, providing quality content consistency and content that is differentiated from other platforms, diversifying revenue sources, institutions of higher learning teaching broadcast should consider a unit in revenue generation and the Media Council of Kenya that is running media viability project should consider training media on how to maximize on revenue sources including government advertising

Marketing for Sustainable Tourism

The aim of the Special Issue is to discuss the main current topics concerning marketing for sustainable tourism with reference to territories (i.e., tourism destinations, protected areas, parks and/or natural sites, UNESCO World Heritage Sites, rural regions/areas, etc.) and tourism enterprises and/or organisations (i.e., destination management organisations, hospitality enterprises, restaurant enterprises, cableway companies, travel agencies, etc.). In destinations where natural resources are pull factors for tourism development, the relationships among local actors (public, private, and local community), as well as marketing choices, are essential to develop sustainable tourism products. To this end, the Special Issue encourages papers that analyse marketing strategies adopted by tourism destinations and/or tourism enterprises to avoid overtourism, to manage mass sustainable tourism (as defined by Weaver, 2000), and to encourage and promote sustainable tourism in marginal areas or in territories suffering lack of integration in the tourism offer. Special attention will be given to contributions on the best practices to manage territories and/or enterprises adopting sustainable marketing strategies