Implementing Workplace Innovation Across Europe: Why, How and What?

The organisational context mediates the relationship between technology and work impact. This reality is not recognised, nor acknowledged, in many studies. However, the European Company Survey 2019 has revealed this relationship in European companies. This mediating role of the organisational context has not yet been sufficiently explored. Thirty company cases performing at the digital frontier were examined for their organisational model, technology, decision context, and handling of work impact. Companies with a workplace innovation model ensure that the impact of digital technology on employees is channelled differently from companies that follow a model of low investment and low involvement. Workplace innovation cases let employees play a stronger role in shaping digital transformation. Cases investing in workplace innovation show more investment in digital technologies.

This paper examines challenges that Finnish companies are facing in the global productivity race and means they have used in responding to these challenges, with a special reference to work organization, personnel competence development and utilization of external sources in acquiring new knowledge. In recent years, Finnish companies have been actively modernising their work organization. In the ‘innovative work organization index’ developed by Valeyre et al. (2009), for example, Finland ranked third of all the EU27 countries in 2005. One special feature of Finnish companies’ modernization strategies compared with those of the other highest ranking countries – Sweden, Denmark and the Netherlands – was a more widespread use of ‘lean production’ approach, whereas in the dissemination of ‘discretionary learning’ forms of work organization Finland was lagging behind these three countries. In concrete terms and in comparison with the other highest ranking countries, Finnish companies have laid more emphasis on teamwork, task rotation, multi-skilling and decentralization of quality control in their strategies to renovate work organization, while less notion than in Sweden, Denmark and the Netherlands has been paid to increasing individuals’ autonomy and variety in work and reducing constraints that pace work. These differences may be explained by the strong engineering orientation in Finnish management culture, the lesser influence by the socio-technical systems design approach and the fact that quality of working life entered the Finnish policy agenda later than in the three above-mentioned countries (Alasoini, 2004; Kasvio, 1994; Koistinen – Lilja, 1988). This paper examines work organization modernization strategies of Finnish companies with the help of establishment-level data and by looking at companies in industry and private services separately, with a view to finding similarities and differences in the operation logics and change strategies between these two sectors. The paper includes an analysis on decision-making structures, nature of teamwork, personnel competence development practices and utilization of external sources of knowledge in these two sectors. The empirical material is based on a survey, carried out by the Finnish Workplace Development Programme TYKES (2004–2010). The paper starts with an introduction to different approaches to workplace innovation in companies and to different policy options in tackling with the problem of low level of workplace innovation in Europe. Thereafter, the paper provides an overview on the main problems facing Finland’s future economic growth and on policies to promote workplace innovation. Thirdly, the article presents the survey data and results. Finally, conclusions based on the empirical analysis will be drawn.

Do Countries Matter? Explaining the Variation in the Use of Numerical Flexibility Arrangements Across European Companies Using a Multi-Level Model

The adoption of the Regulation establishing the European Company (Societas Europaea–SE) has been warmly welcomed, since the new pan-european company form is the only veritable vehicle of corporate mobility and community wide restructuring. The present contribution focuses on this ability of complete mobility within the European Union, which consists the most special and fascinating legal feature of the European company, an advantage that for a long time has been denied to national companies. However, this unique feature of the SE is already, two years after the Regulation having become operational, questionable. It has been argued that these advantages are only relative, since cross border mergers are already possible among domestic entities while the reincorporation mechanism, even though it is still a SE’s competitive advantage, suffers from complexity and the strict requirement of territorial correspondence between SE’s registered office and head office. After outlining the most important mechanisms of corporate mobility that the SE offers, the possibility for companies to merge across borders within the Union by forming an SE and the SE’s ability to transfer its seat to another Member State, we will discuss the recent developments that have occurred in European company law scene since the adoption of the SE Regulation and the consequences they will have on the potential mobility and attractiveness of the SE as a company form. “No subject in company law has required more efforts, involved more man-hours and received more attention than the statute for a European Company.” After almost forty long, negotiation-filled years the new European Company, the Societas Europaea (SE), is finally a reality. From October 2004, existing European companies have the possibility to use the Societas Europaea as a new corporate form and to enjoy the benefits it professes to provide. The adoption of the European Company (SE) Regulation has raised much criticism in the doctrinal debate. The Regulation is undeniably no longer the supranational European company of the past drafts but rather, as the final result of a series of compromises, a “hybrid company” combining harmonized substantial rules with references to national company laws. The multiple layers of regulation, ie, the statute itself, the laws implementing the European Company at a national level, national laws of the member states, and the European Company’s constituent documents, which govern the European Company are likely to lead to uncertainty, thereby decreasing rather than increasing the European Company’s attractiveness. Hence many commentators have regarded the new corporate form as a national company “of European type” rather than a stricto sensu European Company. Besides, the failure of the European Statute to address the problem of taxation will clearly undermine the number of firms incorporating as European companies. From a legal point of view though, the SE statute makes a number of significant innovations to traditional legal concepts. The most important is that for the first time under European company law, the European Company Regulation laid down a legal framework for corporate restructuring in two key areas: by facilitating crossborder mergers between companies to form a European Company and in enabling a European Company, once formed, to transfer its place of registration between Member States without winding up.

Social Innovation Promoting Policy and its Implementation in the European Union

In this paper, we study the relationship between unionisation and workplace innovation in a cross‐country and multisectoral approach. This is an important and controversial issue in the industrial relation literature; however, the empirical literature on the links between innovation and unionism is rather scarce and results are mixed and ambiguous, both in theory and in empirical practice. The European Company Survey (Eurofound), with data for establishments in 15 European Union countries, is used employing a probit model. Our results contribute to the debate by showing that the adoption of technology not only increases when the company performs collective bargaining but also when the relationship between wage bargaining and innovation adoption is not linear, being more significant in cases where bargaining occurs at the regional/national level.

During the Covid-19 pandemic, the simplest economic, economic and social activities were restricted in many countries. The introduction of pandemic restrictions particularly affected sports organisations: it was forbidden to provide sports services, organise mass sports events, and restrictions were applied on group training and any social gatherings. Various organisational, technological, marketing, communication, public relations and other innovations allowed sports organisations to discover new operational opportunities, generate cash flows, and maintain the continuity of sports organisations’ activities in crisis conditions. The success of innovation is determined by certain factors, named as innovation implementation planning, strategic leadership, etc. Therefore, it is relevant to study what factors determine the success of a sports organisation implementing crisis innovations. The purpose of the study is to determine the factors determining the success of the implementation of crisis-driven innovations in sports organisations. Work tasks: To examine the theoretical aspects of implementing crisis-driven innovations in sports organisations; 2. To determine what crisis-driven innovations are implemented in the studied sports organisations; 3. To determine what factors led to the success of the implementation of crisis-driven innovations in the studied sports organisations. Research methods: analysis of scientific literature; structured interview; content analysis. Main results. The research results show that during the pandemic, the studied basketball clubs implemented the following crisis-driven innovations: 1. Necessary innovations according to legislation (disinfection innovations, separation of zones, temperature measurement technologies); 2. Marketing innovations (advertising innovations, innovations in the development of social network marketing, e-commerce, including the sale of licensed products); 3. Innovations in remote communication with fans (innovation of match previews on online platforms, "cardboard image" innovation, development of social networks, fans inclusion in the commercialisation of social media, creation of a virtual community of fans, e-sports); 4. Innovations to support the internal work of the club (remote communication within the club using Teams software, online training of basketball players). The most successful crisis-driven innovations were communication within the club and in the office through Teams; content marketing in social networks and its commercialisation, as well as solutions for selling advertising content during pandemics. Conclusion of the work: The success of the implementation of crisis-driven innovations of the basketball clubs studied during the pandemic was determined by the entrepreneurial spirit of the organisation, know-how in the field of innovation, strategic and tactical, quick planning, effective teamwork and having specialists in the organisation, managerial and innovative competence of managers, charismatic and innovative leadership, work with personnel (strengthening microclimate, encouraging the cooperation, psychological support for employees, motivation, openness in communication with employees), sufficient financial and human resources. Keywords: crisis innovation; implementation of innovations; success factors.

With the European Economic Interest Grouping, the European Company, the European Cooperative and the nascent European Private Company, the series of supranational corporate forms has now attained a scope which invites critical-comparative stock-taking. This article examines the foundations, the development and the architecture of the European Union’s own legal creations. Taking a comprehensive approach, it attempts to synthesize existent legal material and thus provide impetus for the elaboration of a theory on supranational corporate forms in Europe. The article looks at the regulatory instruments which the European legislature has used to overcome resistance by the Member States with regard to the development of supranational corporate statutes. It also assesses the EU-wide exchange of ideas and models in the context of the development of supranational corporate forms. Finally, attention is paid to the key characteristics and elements of supranational corporate forms, including: legal personality; corporate purpose and company object; cross-border involvement; registered and head offices and company members from third countries.

Introduction. The formation of human capital is a critically important aspect of the successful operation of agricultural enterprises. In the conditions of the modern agricultural market, which is characterized by high competition and rapid development of technologies, enterprises are faced with the need to constantly improve the efficiency of their work. Human capital, which includes the knowledge, skills, experience and motivation of employees, becomes a key factor for achieving sustainable growth and innovative development. In this context, investments in education, professional training, development of leadership qualities and creation of favorable working conditions acquire special importance. Effective management of human capital contributes not only to increasing the productivity and competitiveness of agricultural enterprises, but also ensures the sustainable development of rural communities. The purpose of the article is to determine the specifics of the formation of human capital of agricultural enterprises, taking into account recreational and financial aspects. Results. The presented work analyzes and defines the main components of human capital, taking into account the specifics of the agricultural sphere. The definition of the categorical basis of research on the human capital of agricultural enterprises is presented, which in the future makes it possible to more accurately determine the necessary vectors of the development of enterprises in this field and to calculate the influence of financial and recreational aspects. A methodical approach to the formation of human capital of agricultural enterprises was formed, taking into account financial and recreational aspects. Conclusions. The presented research substantiates that the process of human capital formation in agricultural enterprises is a multifaceted process that includes investment in training, creation of favorable working conditions, implementation of innovations and active social responsibility. This contributes not only to increasing the efficiency of enterprises, but also to the development of rural areas as a whole. The presented research results make it possible to form the next steps to improve the human capital of agricultural enterprises by taking into account financial and recreational aspects. The presented research vector makes it possible to focus research efforts on improving human capital precisely at the expense of the presented components, which will further increase the competitiveness of agricultural enterprises.

How does Industry 4.0 affect international exposure? The interplay between firm innovation and home-country policies in post-offshoring relocation decisions

Employee representation and occupational health and safety: the significance of Europe

The main aspects that underline the relevance of the research are that a key factor in the development of the economy and the competitiveness of enterprises is the need for effective management of innovations. Organizations are constantly looking for new ways to improve their products, processes and services to respond to changing market demands and the challenges of technological progress. The innovation process requires a systematic approach and effective management. The audit of the organization of innovative forms of business allows to assess the availability of the necessary resources, personnel, financial means, processes and strategies that contribute to the successful implementation and commercialization of innovations. The purpose of the research is to conduct a comprehensive study and analysis of the process of organizing innovative forms of management at enterprises with the aim of determining efficiency, identifying problematic aspects and developing recommendations for their improvement. Research methods: logical and meaningful method, methods of comparison, systematization, induction and deduction, analysis and synthesis, coefficient method. The main hypothesis of the study was the assumption about the possibility of conducting an audit of the organization of production forms through the development of recommendations for improving the organizational and financial aspects of innovative forms of management at enterprises in order to increase their efficiency and competitiveness. Presenting main material. The article examines the formation and development of the market of business incubators in Kyrgyzstan. The types of services provided by business incubators were considered in detail, the structure of business incubators was characterized taking into account their types and types, the main industry markets in which they grow small innovative companies were described. An audit of articles on the dynamics of industry specialization of residents in business incubators and the main mechanism for placing residents in business incubators was conducted. Originality and practical significance. The audit of innovative forms of management allows identifying the strengths and weaknesses of the organization in the field of innovation. It helps to develop a strategy to increase competitiveness, identify opportunities for improvement and avoid possible threats. Risks and their management. Implementation of innovations is associated with certain risks, such as financial, technological, organizational and change risks. An audit of innovative forms of business can help identify and assess risks related to the innovation process and develop strategies for their management. Conclusions and prospects for further research. The article, which is devoted to the audit of the organization of innovative forms of management, provides useful recommendations, methods and practical tools for conducting an audit of innovative activities at enterprises. This will contribute to the further development of scientific research in this area and increase the level of professionalism in the audit field

В данной статье рассматривается актуальная проблема взаимосвязи инновационных технологий и традиционных методов производства в условиях динамично развивающегося рынка. Обоснована необходимость внедрения цифровых инструментов для повышения эффективности производственных процессов и повышения конкурентоспособности предприятий. Цель исследования – разработать методологическую основу интеграции инновационных технологий в традиционные производственные системы с учетом специфики отраслевых особенностей. Для достижения поставленной цели использовался комплексный подход, включающий анализ литературы по теме, экспертное опросное исследование, моделирование производственных процессов и сравнительный анализ результатов традиционных и инновационных подходов. В качестве выборки исследовались предприятия малого и среднего бизнеса в промышленном секторе, что позволило получить репрезентативные данные и выявить общие тенденции внедрения технологических новшеств в условиях ограниченных ресурсов. Проведенное исследование показало, что интеграция инновационных технологий приводит к повышению производительности труда, снижению производственных затрат и улучшению качества конечной продукции. Особое внимание уделено влиянию цифровизации на оптимизацию логистических процессов и управление ресурсами. Результаты моделирования продемонстрировали, что применение современных решений способствует более оперативной реакции на изменения рыночной среды и повышению устойчивости бизнеса к внешним воздействиям. Выявлены ключевые факторы успеха, такие как уровень квалификации кадров, организационная культура и психологическая готовность персонала к изменениям. На основе полученных данных обсуждаются перспективы развития цифровых трансформаций в традиционных секторах экономики. Обсуждение включает анализ преимуществ и возможных препятствий на пути внедрения инновационных методов, а также рекомендации для практического применения результатов исследования в реальных условиях. Автор отмечает, что представленные результаты могут служить основой для дальнейших исследований и разработок в области оптимизации производственных процессов через применение передовых технологических решений. В заключении подчеркивается, что системное внедрение инноваций требует комплексного подхода и взаимодействия различных стадий производственного цикла для достижения максимальных показателей эффективности и конкурентоспособности предприятия. This paper addresses the pressing issue of the interrelationship between innovative technologies and traditional production methods in the context of a rapidly developing market. It substantiates the necessity of implementing digital tools to enhance the efficiency of production processes and boost the competitiveness of enterprises. The aim of the research is to develop a methodological foundation for integrating innovative technologies into traditional production systems while taking industry-specific features into account. To achieve the stated goal, a comprehensive approach was employed, including a literature review on the topic, expert survey research, production process modeling, and a comparative analysis of the results of traditional and innovative approaches. Small and medium-sized enterprises in the industrial sector were examined as the study sample, which allowed the acquisition of representative data and the identification of general trends in the implementation of technological innovations under resource constraints. The conducted research demonstrated that the integration of innovative technologies leads to an increase in labor productivity, a reduction in production costs, and an improvement in the quality of the final product. Special attention was paid to the impact of digitalization on optimizing logistics processes and resource management. The modeling results showed that the application of modern solutions contributes to a more prompt reaction to changes in the market environment and enhances the business’s resilience against external influences. Key success factors identified include the level of personnel qualification, organizational culture, and the psychological readiness of staff for changes. Based on the obtained data, the prospects for digital transformations in traditional sectors of the economy are discussed. The discussion includes an analysis of the benefits and potential obstacles to the implementation of innovative methods, as well as recommendations for the practical application of the research results in realworld conditions. The author notes that the presented results can serve as a basis for further research and development in the field of optimizing production processes through the application of advanced technological solutions. In conclusion, it is emphasized that the systematic implementation of innovations requires a comprehensive approach and the coordination of various stages of the production cycle to achieve maximum efficiency and enterprise competitiveness.

Innovation processes in services remain under-researched, but recently large-scale surveys have been conducted which allow for a more systematic appraisal of the level and scope of innovation in services. To date, much of the literature on innovation in services focuses on the adoption and use of information and communication technologies (ICTs). Innovation in services, and services innovation, should, however, be understood in broader terms, and this understanding should extend to non-technological innovation. This paper presents evidence from a recent large-scale survey of innovation amongst German commercial service firms. It shows that services are much more active with respect to innovation than is widely thought. They are innovative in terms of being producers of service and process innovations. From our broader perspective, we examine the pattern of innovation as it relates to the standardisation-particularisation of service products, across a range of service sectors and across firms of various sizes. The production of bespoke or customised services shaped by client inputs has long been considered a defining characteristic of many services, and one that has affected their innovation potential. The present analysis reveals a pattern of diversity in behaviour, which reflects the diversity amongst service firms, and demonstrates the need for more subtle and differentiated analyses of services and services innovation.

In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Literature suggests, however, that it is difficult to demonstrate both tangible returns and also intangible attributes of these benefits, such as innovation derived from the use of CRM. The aim of the chapter is to analyze the implementation of CRM and its influence on a firm’s ability for innovation. Literature on CRM and innovation is reviewed and a theoretical model is proposed. Research findings from a sample of European companies prove that CRM is beneficial for innovation in many countries. However, there were no conclusive results from other countries. These findings have important implications in assisting organizations in their CRM initiatives for managing customer knowledge and enhancing innovation.