Expanding Underrepresented Minority Participation: America's Science and Technology Talent at the Crossroads

Recommends investing in research, innovation, and a dynamic science and engineering workforce with the participation of underrepresented minorities. Suggests ways to improve access, motivation, affordability, and supports to raise degree completion rates

Creating a 21st Century national innovation system for a 21st Century Latvian economy

The Latvian economy made great strides in recovering from the economic shock of the early transition and the adverse aftereffects of the 1998 Russian financial crisis. Nevertheless, Latvia faces serious challenges to its future growth and prosperity despite these impressive achievements and the outward appearance of macroeconomic stability and economic progress. A wide variety of recent studies suggest that the Latvian economy is not particularly competitive and, even more worrisome, they indicate that Latvia is not well positioned to gain ground in the race for global competitiveness, prosperity, and rising standards of living. Most of Latvia's growth to date has come from one-off gains generated by structural reforms, privatization, and reallocating resources, not inexhaustible reservoirs of growth. Latvian enterprises will be able to sustain economic growth and create high wage jobs only by becoming internationally competitive, innovating, accumulating new knowledge and technology, and finding a high value added niche in the European and global division of labor. This paper is designed to help Latvian leaders develop a clear diagnosis of the innovation and competitiveness challenges facing Latvia as it prepares to enter the EU and, more important, design and implement policies and programs to ensure that Latvia reaps the maximum possible benefits from EU structural funds. Section II analyzes the current structure of Latvia's production, imports, and exports. Section III uses data from a number of competitiveness reports to benchmark Latvia's current progress against a number of comparator countries and to pinpoint Latvia's strengths and weaknesses as an innovative economy. Section IV offers a detailed list of potential policies and programs that could improve the competitiveness of Latvian enterprises and the efficiency of the Latvian National Innovation System. The recommendations include specific policies and programs to improve (1) the production of knowledge in Latvia, (2) the commercialization of technology produced by Latvian scientists, small companies, and research institutes, and (3) local firms'capacity to absorb, adapt, and adopt existing knowledge produced outside Latvia for use inside Latvia.ICT Policy and Strategies,Economic Theory&Research,Labor Policies,Environmental Economics&Policies,Agricultural Knowledge&Information Systems,Environmental Economics&Policies,Economic Theory&Research,Agricultural Knowledge&Information Systems,ICT Policy and Strategies,Banks&Banking Reform

Academic entrepreneurship : a source of competitive advantage

This�report is the result of a cooperation between�EIM,�Erasmus University�and Indiana University. The study has largely been executed by students of�the assocation�'Le Manageur'�under supervision of�the above institutions. The study evaluates university�spin-offs�in the transfer of� technology from universities into society and provides a comparative case study of spin-off� stimulation. The study concludes that governments that would like to tackle�problems in�knowledge transfer between firms and public institutions should�encourage knowledge institutions to adopt a more proactive stance towards commercialization and cooperation. Stimulating an entrepreneurial spirit and knowledge spin-offs in public research and educational institutions�can help overcome many of the problems in knowledge transfer. This research shows that spin-offs�are�a good supplement to existing transfer mechanisms such as�licensing and contract research. University spin-offs�are a good way to transfer�radical and incremental technologies�to society.�This form of technology transfer does require a strong supporting infrastructure and sufficient entrepreneurial human capital.

Knowledge Transfer, Entrepreneurship and Economic Growth: Some Reflections and Implications for Policy in the Netherlands

This paper provides an overview of the relationship between entrepreneurship university spin-off activity and economic growth. It suggests the need for a diversified university structure, and that spin-offs are a misleading measure of the most important activity for technology transfer which remains the training and education of highly qualified scientists and technologists. It argues that a linear approach to the innovation process positioning basic science at one end of a chain and commercialization at the other is misleading. The reality is more complex and incorporates important areas of activity where consideration of use and the pursuit of basic science go hand in hand.University spin-offs, Technology Transfer, Entrepreneurship, Productivity, Economic Growth

A legacy handbook for innovation

Legacy Handbook reviewing emda's experience of innovation activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area

Consulting report - SIMA PERU

The current report is a consulting project that has been elaborated for Servicios Industriales de la Marina S.A (SIMA). The motivation behind the study is to analyze the current issues within the company in order to assess and recommend a list of possible solutions for the client. At present, the main problem plaguing SIMA is its low levels of competitiveness within the metalworking sector. The report therefore conducted a thorough analysis to remedy the issue through the recommendation of both short and long term solutions. The report also took into consideration the immediate opportunity available to SIMA through the Reconstruction Plan in the wake of the El Niño Southern Oscillation System this past summer. It is therefore pertinent that SIMA act on the recommendations given in this report so that they may enhance the competitiveness of their metalworking sector and become an industry leader. The report highlighted four root causes that have hindered the success of the metalworking line, and has therefore created four strategic implementation plans that will help SIMA to build up their heavy metal industry from 2017 until 2020. In the short-term, SIMA will focus on building up its marketing abilities through CSR initiatives, whilst simultaneously creating strategic alliances with civil practices and large-scale clients. The former refers to the utilization of the Obras por Impuestos framework, which will allow SIMA to build alliances with companies with large amounts of taxes in exchange for work, thusly being mutually beneficial to both parties. Furthermore, strategic alliances will help SIMA to create a more well-rounded portfolio when bidding for projects, that will increase their probability of winning contracts. In the long-term, SIMA must look to focus on technological modernization and strategic human resource management. The former can be broken down into three separate areas of focus, where the client must update its obsolete metalworking equipment, create the capacity for modular bridge construction, and develop an engineering division specific to new engineering software programming. The latter is composed of strategies related to employee recruitment and employee retention, and are utilized to help reduce the issue of staff turnover within SIMA. When integrated into one master plan, both the short and long term strategies will aid in improving the competitiveness of SIMA’s metalworking sector, and will help it to achieve leadership status within the Peruvian market. Both group of strategies, the short term and long term plans, compose what it is named the Industry Leadership Plan. The total cost related is estimated in US$3,363,553 and disbursed in a time-lapse of four years, which makes the plan feasible in the actual financial conditions of SIMA. The plan suggested would benefit SIMA enhancing their Public Image and Brand awareness with an affordable investment that represents positive Net Present Values (NPV). Moreover, The Industry Leadership Plan would allow SIMA to increase their Market share in their actual targeted market and, even more, suggest them to tackle the niche of projects under the contract modality of Obras por Impuestos. Finally, the plan is a sharedvalue proposal because it represents a win-win situation that benefits the company, the State, the Suppliers and, the Community; by developing the capabilities to generate very necessary projects focused on the National Reconstruction of the Country due to the effects of the last El NiñoEl presente reporte es un Proyecto de consultoría elaborado para Servicios Industriales de la Marina S.A. (SIMA). La motivación detrás del estudio fue el analizar los problemas actuales dentro de la compañía para así evaluarlos y recomendar una lista de posibles soluciones. En el Presente, el principal problema que aqueja a SIMA son los bajos niveles de competitividad dentro del sector de construcción metal mecánico. Este reporte desarrolla un análisis completo para remediar el problema a través de recomendaciones de corto y largo alcance. Este reporte también toma en consideración la inmediata oportunidad disponible para SIMA en el marco del Plan Nacional de Reconstrucción a consecuencia del Fenómeno del Niño sucedido el verano pasado. Por tanto es pertinente que SIMA tome las recomendaciones brindadas para así poder mejorar la competitividad de su línea de negocios en Metal mecánica y convertirse en el líder de la industria. El reporte resalta cuatro causas raíces que han dificultado el éxito de la línea de construcciones metal mecánicas y, de este modo, se ha creado cuatro planes estratégicos de implementación que ayudaran a que SIMA mejore esta línea de negocios desde el 2017 al 2020. En el corto plazo, SIMA se enfocara en mejorar sus capacidades de marketing a través de iniciativas de Responsabilidad social al mismo tiempo que crea alianzas estratégicas con empresas de construcción civil y clientes de gran envergadura. Lo anterior se refiere a la utilización del marco legal de Obras por Impuestos, que permitirá a SIMA el construir alianzas con compañías con grandes sumas de impuestos que intercambiar a cambio de proyectos, de modo que sea mutuamente beneficioso para ambas partes. Más aun, las alianzas estratégicas ayudaran a SIMA a crear un elaborado portafolio para cuando licite para proyectos incrementando su posibilidad para obtener contratos. En el largo plazo, SIMA deberá enfocarse en la modernización tecnológica y la gerencia estratégica de recursos humanos. Lo primero puede ser dividido en tres áreas de enfoque, en las que el cliente deberá mejorar su equipamiento obsoleto de construcciones metalmecánicas, crear la capacidad para la construcción de puentes modulares y finalmente desarrollar una división de ingeniería especifica al diseño a través de software de ingeniería. Lo segundo se compone de estrategias relacionadas al reclutamiento de empleados y a su retención. Estas estrategias son utilizadas para reducir el problema de retiros voluntarios entre los empleados de SIMA. Integrados en un plan maestro, ambas, las estrategias de corto y largo alcance ayudaran a mejorar la competitividad de la línea de negocios de construcciones metalmecánicas de SIMA y ayudarán a alcanzar un status de liderazgo en el mercado peruano. Ambos grupos de estrategias, las de corto y largo plazo, componen el denominado Plan de Liderazgo de la Industria. El costo total relacionado es estimado en US$ 3,363,553 y desembolsado en un lapso de tiempo de cuatro años, volviendo el plan factible en las actuales condiciones financieras de SIMA. El plan sugerido beneficiaria a SIMA mejorando su imagen pública y reconocimiento de la marca, a través de una inversión viable que representa positivos Valores Actuales Netos (VAN). Más aún, el Plan de Liderazgo de la Industria permitiría a SIMA incrementar su participación de mercado en el mercado actualmente enfocado y, además, sugiere el enfocarse en el nicho de proyectos bajo la modalidad contractual de Obras por Impuestos. Finalmente, el plan es una propuesta de valor compartido dado que representa una idea beneficiosa para todas las partes involucradas tales como la compañía, el estado, los proveedores y la comunidad; al desarrollar las capacidades de generar muy necesarios proyectos enfocados en la Reconstrucción Nacional del País a consecuencia de los efectos del último fenómeno del niñoTesi