113,841 research outputs found
Impact in networks and ecosystems: building case studies that make a difference
open accessThis toolkit aims to support the building up of case studies that
show the impact of project activities aiming to promote innovation
and entrepreneurship. The case studies respond to the challenge
of understanding what kinds of interventions work in the Southern
African region, where, and why. The toolkit has a specific focus on entrepreneurial ecosystems and proposes a method of mapping out the actors and their relationships over time. The aim is to understand the changes that take place in the ecosystems. These changes are seen to be indicators of impact as
increased connectivity and activity in ecosystems are key enablers of innovation. Innovations usually happen together with matching social and institutional adjustments, facilitating the translation of inventions into new or improved products and services. Similarly, the processes supporting entrepreneurship are guided by policies implemented in the common framework provided by innovation systems. Overall, policies related to systems of innovation are by nature networking policies applied throughout the socioeconomic framework of society to pool scarce resources and make
various sectors work in coordination with each other. Most participating SAIS countries already have some kinds of identifiable systems of innovation in place both on national and regional levels, but the lack of appropriate institutions, policies, financial instruments, human resources, and support systems, together with underdeveloped markets, create inefficiencies and gaps in systemic cooperation and collaboration. In other words, we do not always know what works and what does not. On another level, engaging users and intermediaries at the local level and driving the development of local innovation
ecosystems within which local culture, especially in urban settings, has evident impact on how collaboration and competition is both seen and done. In this complex environment, organisations supporting entrepreneurship and innovation often find it difficult to create or apply relevant knowledge and appropriate networking tools, approaches, and methods needed to put their processes to work for broader developmental goals. To further enable these organisationsâ work, it is necessary to understand what works and why in a given environment. Enhanced local and regional cooperation promoted by SAIS Innovation Fund projects can generate new data on this little-explored area in Southern Africa. Data-driven knowledge on entrepreneurship and innovation support best practices as well as effective and efficient management of entrepreneurial ecosystems can support replication and inform policymaking, leading thus to a wider impact than just that of the immediate reported projects and initiatives
2011 Strategic roadmap for Australian research infrastructure
The 2011 Roadmap articulates the priority research infrastructure areas of a national scale (capability areas) to further develop Australiaâs research capacity and improve innovation and
research outcomes over the next five to ten years. The capability areas have been identified through considered analysis of input provided by stakeholders, in conjunction with specialist advice from Expert Working Groups
It is intended the Strategic Framework will provide a high-level policy framework, which will include principles to guide the development of policy advice and the design of programs related to the funding of research infrastructure by the Australian Government. Roadmapping has been identified in the Strategic Framework Discussion Paper as the most appropriate prioritisation mechanism for national, collaborative research infrastructure. The strategic identification of Capability areas through a consultative roadmapping process was also validated in the report of the 2010 NCRIS Evaluation.
The 2011 Roadmap is primarily concerned with medium to large-scale research infrastructure. However, any landmark infrastructure (typically involving an investment in excess of $100 million over five years from the Australian Government) requirements identified in this process will be noted. NRIC has also developed a âProcess to identify and prioritise Australian Government landmark research infrastructure investmentsâ which is currently under consideration by the government as part of broader deliberations relating to research infrastructure.
NRIC will have strategic oversight of the development of the 2011 Roadmap as part of its overall policy view of research infrastructure
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Aggregation and the Role of Trusted Third Parties in SME E-Business Engagement: A Regional Policy Issue
YesIt is against the background of low engagement by SMEs in e-business that this paper seeks to highlight the potential importance of aggregation and of the role of trusted third parties in facilitating higher levels of involvement. The paper is based on an ongoing SME e-business research programme and reports on some recent research on SMEs that were using high complexity e-business applications and explores the extent to which the research findings could address the core concern of low engagement. This qualitative case study based research includes analysis of data collected from 13 community intermediaries, acting as trusted third parties. It concludes that the role of community intermediaries appears to be central to the adoption of critical e-aggregation applications provided by service providers. For policymakers, this important role of critical e-aggregation applications in facilitating e-business engagement by SMEs has emerged as part of this research but there is limited evidence of policy initiatives that reflect this
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SMEs: ERP or virtual collaboration teams
Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution
Driving Value in Medicaid Primary Care: The Role of Shared Support Networks for Physician Practices
Examines the challenges of transforming small primary care practices under healthcare reform and options for Medicaid to drive changes through practice supports to help implement and sustain new models of care or catalyze investments in new systems
Framework of Social Customer Relationship Management in E-Health Services
Healthcare organization is implementing Customer Relationship Management
(CRM) as a strategy for managing interactions with patients involving
technology to organize, automate, and coordinate business processes. Web-based
CRM provides healthcare organization with the ability to broaden service beyond
its usual practices in achieving a complex patient care goal, and this paper
discusses and demonstrates how a new approach in CRM based on Web 2.0 or Social
CRM helps healthcare organizations to improve their customer support, and at
the same time avoiding possible conflicts, and promoting better healthcare to
patients. A conceptual framework of the new approach will be proposed and
highlighted. The framework includes some important features of Social CRM such
as customer's empowerment, social interactivity between healthcare
organization-patients, and patients-patients. The framework offers new
perspective in building relationships between healthcare organizations and
customers and among customers in e-health scenario. It is developed based on
the latest development of CRM literatures and case studies analysis. In
addition, customer service paradigm in social network's era, the important of
online health education, and empowerment in healthcare organization will be
taken into consideration.Comment: 15 pages. arXiv admin note: substantial text overlap with
arXiv:1204.3689, arXiv:1203.3919, arXiv:1204.3685, arXiv:1203.4309,
arXiv:1204.3691, arXiv:1203.392
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