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I highly recommend this to qualitative researchers. Specifically, I know the importance of using memos to record my processes. View all. Sophisticated data analysis. Easy to use like never Before. All-in-one Research Software. Use the most intuitive and easy-to-learn software on the market. Work cross-platform with Windows, Mac, or our web version. The Windows and Mac desktop versions are fluently compatible with each other, so you can move projects between them at any time forth and back and work in a mixed team.
You can also import projects from the web version to the Windows and Mac desktop versions and vice versa. Call us or chat with us in life-time whenever you want. Manage your licenses and users quickly and easily as an administrator. The moment a user logs off, the seat immediately becomes available for another user. Get free telephone support worldwide. We are here for you! Confindustria is the Italian employers' federation. The formalisation brings the participating companies to a higher, more structured collaboration.
The companies, which decided to cooperate and aggregate, have already taken the decision that they will work together on a basis of a concrete jointly set objective. Thus, the aggregations of companies go a step further in achieving and maintaining a higher intensity of cooperation that is stated in the joint agreement formalised through a contract.
An overview of key characteristics of business network associations and aggregations of companies are presented in Figure 1. Figure 2 illustrates relations in a business network association. Figure 3 gives examples of possible cooperation in business networks of aggregated companies. Business networks: Business networks: Company Associations aggregations. Business Network Company 6 Association Company 2 central body.
Figure 2 illustrates the association type of the business network. The association provides a platform and conditions for cooperation for its members. Companies decide to join the association or not. Once they join, there is a direct linked and communication between the central body of the association and the member, which is indicated in Figure 2 by arrows. However, as mentioned earlier, the actual decision of companies to cooperate with each other or not in order to achieve certain objectives is left to the association members themselves, which is indicated by a broken line between companies.
Vertical Vertical aggregation: aggregation: Horizontal Horizontal aggregation: aggregation:. Figure 3 illustrates two forms of cooperation through business networks as aggregation of companies: the vertical and horizontal one. The vertical cooperation is collaboration between companies that are engaged in different stages of the value.
An example is cooperation between the following companies: a supplier of leather, a manufacturer of leather bags, wholesale distributor and retailer of leather bags. The horizontal cooperation characterises collaboration among firms of the same industry and in the same stage of the production process. The arrows between companies show that these companies are actually cooperating together in order to achieve a common, agreed objective.
They are dependent on each others inputs by, for instance, representing a part of value chain. At the same time they communicate directly with a common body that coordinates their cooperation and monitors whether they do contribute to the achievement of the jointly set objective.
A key difference between business networks as company aggregations and joint ventures is that the former use the network contract as a collaborative tool to get hold of concrete opportunities and expand their business, while preserving at the same time their autonomy without creating a new legal entity. The latter assumes an establishment of a new legal entity. Following a definition and model of business networks, the next logical step is to formulate the main objectives of business networks.
The objectives of business networks describe what the business network is striving to accomplish. Objectives of business networks can be divided into strategic and operational ones. Business networks will likely adopt strategic and operational elements, depending on their role in the market. As discussed in Chapter 2, business networks can take on the form of either associations or aggregations of companies. As such, their specific objectives differ.
In the case of business network associations, operational objectives will mainly focus on optimising the conditions for inter-firm collaboration. They provide the enabling environment for companies to develop strategic alliances with other network members to improve their performance. Important mechanisms driving business network activity include: cooperation, sharing, acceleration and optimisation.
The opportunities that business networks bring, however, will not materialise unless they articulate specific operational objectives for the actual activities of the network. Collaboration does not happen automatically, even if funding is available. The articulation of common, operational objectives, therefore is another essential component in the successful implementation of a business network model.
This clarification holds for both strategic and operational objectives. Business networks facilitate the formation of strategic alliances that are becoming of increasing importance in a fast-moving, highly competitive global business environment that requires.
Specifically, business networks can help SMEs develop more innovative products and share the costs of research, manufacturing and distribution. The underlying driver for business networks is the growing realisation among SMEs that they need long-term business models in order to innovate and internationalise. A longer term agenda helps companies incorporate both corporate and social value in their business models — a dual orientation that helps SMEs stay in touch with the market and its customers and remain competitive.
Developing a long-term strategic agenda, however, is often too costly for SMEs forced to focus on surviving the next financial quarter. The business networks studied for this report cover business network associations and company aggregations in Italy, the United Kingdom, Germany, France, Spain, Poland, Hungary, and the Baltic region. In order to get a good sense of business network objectives, therefore, it is interesting to point out the common specific outcomes of the activities — both strategic and operational - of these networks.
Strategic objectives are focused on longer term activities that help members of business network members: 1. Strengthen innovation; 2. Internationalise; 3. Foreign matchmaking. Strengthening Innovation Business networks help protect innovations by providing an enabling environment for companies to improve their skills and help them aggregate or strategically align with other companies with shared objectives to develop new products or services.
A good example is the Italian case, where RetImpresa assisted the RACEBO10 machinery business network that was established by cooperating machinery companies to help them be more competitive. The above two-step process lies at the heart of our business network model: i.
Internationalisation Most business networks studied in this report provide advice and coaching in internationalisation. This service is provided both by network associations and company aggregations. Yet, legislative, labelling and regulatory requirements might change considerably across countries. Therefore, to help its members succeed in exporting and investing globally, COSMED has successfully developed the regulatory monitoring of relevant legislation for 92 countries across the world.
In addition, AMEC has established cooperation agreements with various partners with the intent to help Spanish companies internationalise. Under the programme regular events are organised — both face-to-face and online.
A strong point of this scheme is that it encourages successful exporters to share their success stories with interested companies. See for more information the text-box below. The above examples illustrate the important work that business networks play in facilitating internationalisation.
In order to consolidate internationalisation efforts, a company relies more directly on strategic alliances that can help trigger synergies around specific operational objectives. These companies offer final products, such as transporting planes and helicopters, as well as several types of light and ultra-light airplanes.
A large group of these members are foreign investors international corporations and a growing number of medium-sized family businesses who have invested in the Polish Podkarpackie region. While the above business networks are associations that have done a lot to attract foreign investors to their individual member companies, they have not been equally successful at creating aggregations of member companies around more specific operational objectives.
RetImpresa goes one step further than these associations by encouraging company aggregations to establish a joint fund facilitating the achievement of shared operational objectives.
The establishment of such a fund by aggregations of Italian companies was until recently stimulated by tax reliefs. Not only does this stimulate companies to search for and articulate potentially ambitious joint objectives with other companies, it invites them to articulate specific action plans with concrete deliverables.
Effective operational objectives define a goal, specify definite, observable behaviours, indicate an appropriate level of attainment, are assessable through one or more indicators, are realistic and achievable and use simple language. Operational objectives of business networks mainly focus on tools for organising activities specifically directed towards SMEs and the provision of other value added schemes aimed at reducing operational costs, improving innovation, exploiting scale advantages, developing 22 market share, and increasing profitability.
Provision of Legal and financial services Legal services include formalising business network contracts for companies and company aggregations and the provision of information about getting tax reliefs, such as those provided by RetImpresa in Italy.
Another example is the provision of certain legal services by AMEC to its members, through its cooperation with Garrigues one of the main law firms in Spain , which takes place free of charge or for reduced prices. Collaboration in regional, national, transnational and European projects Publically funded projects often form a catalyst for the formation of consortia assembled by a business network and can even catalyse the formation of new networks.
The ScanBalt network specialises in building consortia and winning European and other transnational projects in the field of health and bio-economy, such as the EU Baltic Sea Region Strategy. Future opportunities are foreseen for bundling network member expertise in the EU Horizon agenda. Increased buying power through joint purchasing The NIRO network has developed a joint purchasing scheme with partners e. Technical University of Dortmund and member companies for the procurement of goods such as electricity and overhead materials.
In addition, the NIRO Academy efforts at forming steering groups or training programs organised around management and voluntary contracts. Optimisation of HR-marketing for recruitment of highly specialised talent and use of talent Recruitment services are a priority for many business networks and provide a classic example of an operational objective to attract the best people to member companies. It is an online tool that helps companies recruit key staff from outside the network.
It functions as a Jobs Board. It is especially useful for member SMEs who want to recruit talent beyond the immediate Cambridge community, but do not want or have the resources to invest heavily in recruitment efforts. The jobs presented on the Gateway are mainly technology related. NIRO recently invested in add-on advanced online recruitment system that has a reach well beyond the Ruhr region.
Candidates from around the world are able to apply for jobs through this system. This allows overcoming fluctuations in work load of member companies and optimising occupancy of available personnel. This flexibility was introduced by the amendment of the Business Networks Act No.
Provision of Intellectual property protection In addition to more strategic considerations to protect IP over time mentioned above, business networks also provide operational IP schemes to assist members in the complicated and often burdensome IP application process. Cambridge Enterprise of the Cambridge Network provides such as service for all University related start-ups.
Another example is the IP development efforts RetImpresa is making to help SMEs over the hurdle to seek out new and complementary collaboration efforts. Company aggregations that embrace the strategic objectives of business networks outlined in section 3. The strategic objectives of company aggregations functioning at the European level will be by and large the same as the strategic objectives at the regional and inter-regional level, namely: innovation, development of cross-border cooperation, internationalisation and foreign market exploitation.
However, the ambition level of these strategic objectives will need to be sharpened and optimised to match the more complex realities of the European internal market and include a corporate risk analysis along the lines of adapting to new geographies, institutions, values social, cultural and economical realities.
The operational objectives of company aggregations functioning at the European level, on the other hand, will likely need to be adapted more rigorously as the size and scope of company aggregation operations will demand a new business model with specific activities attached to them.
The study has confirmed that business networks do generate value added for its members. Therefore, in order to survive and be successful, they need to become, act and work more strategically, faster and in a more flexible manner. Their chance to be successful increases when forming strategic cooperation aggregations.
The case studies of Italy, Spain and Poland showed that strategic alliances of companies that internationalised strengthened their competitive positions and brought more value to their region, nation and even the EU, compared to when they would act only regionally. However, as the cases show, internationalisation is not an automatic development of company aggregations. Cross-border cooperation and cooperation at the EU level need to be triggered.
Realisation of the objectives of business networks and enforcement of the cooperation of companies through cross-border aggregations and aggregations of companies at the EU level requires longer time and a thoughtful preparation. Before the EC starts building a support mechanism it needs to prepare the environment in the EU for this.
An essential question in the preparation of this environment is whether it should be legally binding or have a voluntary character with some specific obligations. We recommend focusing on the latter because it is more flexible, can be easily adjusted as the business environment changes, and represents less of an administrative burden. In the end, this would be beneficial for the whole implementation process. Moreover, it is important that the implementation and possible future changes take place in communication with relevant public and private stakeholders.
Communications allow for medium- to long-term policy planning by setting out strategies and policy objectives. Usually, they are drawn up in consultation with appropriate consultative committees and committees of experts and have to be approved by the Council to be given effect. The consultation and approval procedures can therefore result in a rather lengthy process.
By doing so, the Commission could suggest practices and common rules by which the business networks voluntarily regulate and organise their activities. Although Recommendations do not involve legislative acts, they do not rule out the possibility of legislating if the agreement proves insufficient or inefficient. Recommendations, as a form of self-regulation, may provide greater speed, responsiveness and flexibility, as they can be established and altered more quickly than legislation.
Therefore, this instrument is preferred in markets and circumstances that are changing rapidly. The ability to use this self-regulation instrument depends on the existence of bodies and processes to support it, including the building up of consensus amongst market players on the contents of the Recommendation and monitoring of its enforcement Taking into account the above-mentioned aspects, including the existence of bodies and processes supporting various business networks in the EU, we would advise to use the Recommendation as a tool to foster cooperation of companies through business networks at the EU level.
Business networks are essential to enter new markets and strengthen innovation capacity of companies, especially SMEs. As mentioned earlier in the report, the majority of business networks considered for this study have a regional character, with only a few inter-regional, national or international ones. Development of a business network from the regional level towards the national or international level does not happen automatically.
The empirical evidence found in this study shows that, in cases when such development does take place i. FFF and RACEBO in Italy , business networks generate benefits for regions, countries and, in the end, the whole of the EU in terms of strengthening the competitiveness of companies and their ability to face globalisation pressures.
Therefore, there is a role that the European Commission should play in supporting business networks in their expansion beyond regional and national borders and their internationalisation. The EC could play a role through establishment of a support structure and mechanism, as described below. The support structure and mechanism focuses on fostering cooperation of companies through business networks at the EU level.
This should lead to a growing number of such European business networks. Business network associations and aggregations could play an important role in assuring that the actual number of the European business networks is growing by creating and facilitating conditions enabling environment for their formation and internationalisation. Integrated bottom-up and top-down approach Our proposal for establishing a support structure and mechanism is based on an integrated bottom- up and top-down approach, as illustrated in Figure 5.
Business networks are dynamic bottom-up initiatives set up by entrepreneurs. On the other hand, support to business networks by a European mechanism follows a top-down approach as this could take into account the main trends of changing economies, policies and programmes at the EU level.
European support Top-down. Business network 1 Business network n Bottom-up. West Virginia Physicians: A physician-patient relationship may be established via a real-time audio-visual encounter, interactive audio-using store and forward technology, or audio-only conversations in real time. A physician-patient relationship may not be established through text-based communications such as e-mail, Internet questionnaires, text-based messaging or other written forms of communication. Issuing prescriptions based solely on a static questionnaire is not sufficient.
Washington Physicians: There are no statutes or regulations that govern professional standards for telemedicine services provided by physicians. Patient completion of a questionnaire is insufficient to establish a practitioner-patient relationship. Utah Physicians: Providers can establish a proper provider-patient relationship via telehealth, which is defined to include both synchronous interactions and asynchronous store-and-forward technology.
Prescribing solely on the basis of an online questionnaire or patient-generated medical history is prohibited. Telephone consults are permitted if used in conjunction with asynchronous store-and-forward technology, and the provider uses clinical information from images or medical records. Tennessee Physicians: A physician-patient relationship may be established via a telemedicine encounter whereby health information is transmitted via store and forward technology or video conferencing.
South Dakota Physicians: The definition of telehealth includes interactive audio-video, interactive audio with store and forward, and remote patient monitoring. Any health care professional who utilizes telehealth shall ensure that a proper health provider-patient relationship is established prior to prescribing.
A simple questionnaire without an appropriate evaluation is insufficient. Rhode Island Physicians: Prescribing solely on the basis of an online questionnaire is considered unprofessional conduct. Prescriptions cannot be issued solely on the basis of a questionnaire. Pennsylvania Physicians: There are no applicable laws, regulations, or guidance that govern telehealth or remote prescribing by physicians.
Oklahoma Physicians: Telemedicine encounters must provide equivalent information to what would have been provided in an in-person exam. Beginning in November, the definition of telemedicine will explicitly include synchronous and asynchronous mechanisms. New York Physicians: Telehealth is limited to telemedicine, store and forward technology, remote patient monitoring and audio-only telephone communication. Telemedicine is defined to require an audiovisual interaction.
New Hampshire Physicians: Telehealth and telemedicine include the use of audio, video, or other electronic media.
Providers must establish a provider-patient relationship via an audiovisual encounter in order to prescribe. North Dakota Physicians: Licensees can prescribe on the basis of a telemedicine encounter, which is defined to include interactive patient encounters, as well as asynchronous store-and-forward technologies. An examination based solely on a static questionnaire or audio conversation is insufficient to meet the standard of care for treatment via telemedicine.
North Carolina Physicians: The Board prohibits prescribing on the basis of answers to a questionnaire. In addition, prescribing solely on the basis of an internet questionnaire is prohibited.
Store-and-forward technology is not specifically defined. Maine Physicians: A statute defines telehealth to include both synchronous and asynchronous encounters. Current regulations applicable to physicians specify that a static questionnaire is insufficient to form the basis of a prescription. It is unclear whether telehealth regulations applicable to physicians will be revised in light of the new telehealth statute.
New Mexico Physicians: Physicians may only prescribe via a telehealth encounter that incorporates face-to-face, videoconferencing technology. In addition, prescribing based solely on an online questionnaire is expressly identified as insufficient. The Board of Medicine has historically had regulations that are more strict than the provisions in the new statute including requiring an audio-visual encounter , although these are arguably superseded by the new law.
Massachusetts Physicians: Telehealth is defined to include the use of synchronous and asynchronous modalities, as well as audio-only telephone and online adaptive interviews.
Based on recent guidance from the Board of Registration in Medicine, a face-to-face encounter is not required. Louisiana Physicians: Telemedicine is defined to include electronic communications, information technology, asynchronous store-and-forward transfer technology, or technology that facilitates synchronous interaction between a physician at a distant site and a patient at an originating site, or audio-only under certain circumstances.
In addition, Kansas pharmacy laws prohibit prescriptions based on an online questionnaire.
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