Page 20 - Gričar, Sergej, Barbara Rodica and Štefan Bojnec, 2016. Sandwich Management. Koper: University of Primorska Press
P. 20
Sandwich Management
thirds of the EU gross GDP and create nine out of 10 jobs in the economy«
(Fernández Corugedo and Pérez Ruiz 2014, 3).
From our view it is important to point out that sevice sector can not
be looked at or in isolation from other sectors. Interaction between them
is important and drive both growth and development. The services sec-
tor consists of a very disparate group of subsectors, with varying produc-
tivity performance and very different mechanisms for enhancing output
per employee. The study of Uppenberg and Strauss (2010) points to three
key ingredients in services sector productivity expansion: tangible fixed in-
vestment, intangible capital and services sector innovation. »A third ele-
ment is that services sector innovation, in contrast to that in manufactur-
ing, draws less on in-house knowledge creation in the form of research and
development (R&D). Services industries tend to innovate in interaction
20 with customers, suppliers and competitors. There is also substantial scope
for productivity improvements by adopting best practice, both within and
between certain service industries. The lower level of in-house knowledge
creation partially reflects smaller average firm size in services industries«
(Uppenberg and Strauss 2010, 4). The companies need to combine tech-
nological and nontechnological innovations to achieve market success
and better meet the customers’ needs. Service innovation is often intan-
gible, less visible and thus difficult to define, to conceptualise and meas-
ure, pointed out some scholars (Uppenberg and Strauss 2010; Stare 2013).
Although services are important, they are not yet delivering full poten-
tial. Reflecting the emphasis on the services sector in the EU2020 strate-
gy, this study highlights some key features of the services sector in the EU,
including productivity and innovation in market services. One important
observation is that the services sector accounts for as much as threequar-
ters of cross-country differences in economic growth across individual EU
countries (Uppenberg and Strauss 2010).
Innovation and Innovation policy
When we are talking about change/improvement, and this can take sev-
eral forms – we are talking about innovation. Innovation differentiate
enterprise from their competitors and can contributes in several ways.
Innovations influence important on success and failure in the organiza-
tional context in which they are created and implemented. Innovation is
about knowledge – creating new possibilities through combining differ-
ent knowledge sests. »Innovation is the commeecialization of knowledge,
either in the form of new or improved products, processes, or some com-
bination thereof« (Baldwin and Gellatly 2003, 2). Important dimension
thirds of the EU gross GDP and create nine out of 10 jobs in the economy«
(Fernández Corugedo and Pérez Ruiz 2014, 3).
From our view it is important to point out that sevice sector can not
be looked at or in isolation from other sectors. Interaction between them
is important and drive both growth and development. The services sec-
tor consists of a very disparate group of subsectors, with varying produc-
tivity performance and very different mechanisms for enhancing output
per employee. The study of Uppenberg and Strauss (2010) points to three
key ingredients in services sector productivity expansion: tangible fixed in-
vestment, intangible capital and services sector innovation. »A third ele-
ment is that services sector innovation, in contrast to that in manufactur-
ing, draws less on in-house knowledge creation in the form of research and
development (R&D). Services industries tend to innovate in interaction
20 with customers, suppliers and competitors. There is also substantial scope
for productivity improvements by adopting best practice, both within and
between certain service industries. The lower level of in-house knowledge
creation partially reflects smaller average firm size in services industries«
(Uppenberg and Strauss 2010, 4). The companies need to combine tech-
nological and nontechnological innovations to achieve market success
and better meet the customers’ needs. Service innovation is often intan-
gible, less visible and thus difficult to define, to conceptualise and meas-
ure, pointed out some scholars (Uppenberg and Strauss 2010; Stare 2013).
Although services are important, they are not yet delivering full poten-
tial. Reflecting the emphasis on the services sector in the EU2020 strate-
gy, this study highlights some key features of the services sector in the EU,
including productivity and innovation in market services. One important
observation is that the services sector accounts for as much as threequar-
ters of cross-country differences in economic growth across individual EU
countries (Uppenberg and Strauss 2010).
Innovation and Innovation policy
When we are talking about change/improvement, and this can take sev-
eral forms – we are talking about innovation. Innovation differentiate
enterprise from their competitors and can contributes in several ways.
Innovations influence important on success and failure in the organiza-
tional context in which they are created and implemented. Innovation is
about knowledge – creating new possibilities through combining differ-
ent knowledge sests. »Innovation is the commeecialization of knowledge,
either in the form of new or improved products, processes, or some com-
bination thereof« (Baldwin and Gellatly 2003, 2). Important dimension
