Comparative analysis of the development of innovative network companies in Ukraine and Poland

2020 ◽  
pp. 101-108
Author(s):  
Bohdan Viktorov
Keyword(s):  
International Markets ◽  
Innovation Networks ◽  
Network Structures ◽  
Innovative Development ◽  
Network Interaction ◽  
Development Level ◽  
Market Requirements ◽  
Staffing And Training ◽  
Technical And Economic Indicators ◽  
And Training

The level of development of the network companies functioning at national and international markets shows their capacity to create highly efficient products (services) from the viewpoint of technologies, consumer properties, and market requirements that would secure their competitive positions and financial and economic condition, and improve the innovativeness of the country. The integration with international markets and innovative development for the network structures depends on the development level of organizational, communicational, scientific-technological, and economic characteristics of the activity. Currently, Ukrainian innovative network structures do not lag behind the foreign ones by certain aspects and development directions. Therefore, finding the comparative characteristics of the development of Ukrainian and foreign innovative network companies will contribute to estimating the capacity by the nature of the strengths and weaknesses of these entities. The article systematizes the strengths and weaknesses (problems) of innovative development in the network interaction of participants of Ukrainian and Polish innovative network companies. The article proves that in comparison with the Polish ones, the Ukrainian network structures have a lower level of communication exchange of knowledge, development of interaction between the personnel of the participants, the management of the participants at all levels; less access to scientific laboratories for all network participants due to imperfect guidelines in the use of equipment; insufficient level of joint financing of costs for staffing and training of staff and coordination between members of the networks on cooperation with contractors, which affects the growth of technical and economic indicators. The article reveals that in comparison with Ukrainian innovation networks, Polish companies do not carry out projects for independent creation of intangible assets (technologies, programs), they just adapt the acquired ones. This aspect is a significant advantage of Ukrainian network structures that indicates a higher intellectualization and further prospects.

Improving Juvenile Justice for Females: A Statewide Assessment in California

2002 ◽  
Vol 48 (4) ◽  
pp. 526-552 ◽  
Author(s):  
Barbara Bloom ◽  
Barbara Owen ◽  
Elizabeth Piper Deschenes ◽  
Jill Rosenbaum
Keyword(s):  
Developmental Stages ◽  
State Agencies ◽  
Specific Policy ◽  
Statewide Assessment ◽  
Female Adolescence ◽  
Staffing And Training ◽  
Substance Abuse Education ◽  
Gender Specific ◽  
And Training

This article reports findings from a survey of officials from various California state agencies and a series of interviews and focus groups with female youth and professionals serving this population. The study examined types of services provided, program barriers, and facilitation of change. The findings were used to make gender-specific policy and program recommendations. The authors found that meeting the needs of girls and young women requires specialized staffing and training, particularly in terms of relationship and communication skills, gender differences in delinquency, substance abuse education, the role of abuse, developmental stages of female adolescence, and available programs and appropriate placements and limitations. Effective programming for girls and women should be shaped by and tailored to their real-world situations and problems. In order to do this, a theoretical approach to treatment that is gender-sensitive and that addresses the realities of girls' lives must be developed.

Implementation and Evaluation of a Healthcare System’s Approach to Surge Staffing and Training

2021 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Christina Kelley ◽  
Verna Sitzer ◽  
Kathleen Neumann ◽  
Julie Williams ◽  
Laurie Ecoff
Keyword(s):  
Staffing And Training ◽  
And Training

University–Industry Research and Training Partnerships

1997 ◽  
Vol 11 (3) ◽  
pp. 164-167 ◽  
Author(s):  
Michael Shattock
Keyword(s):  
International Markets ◽  
Industry Research ◽  
Considerable Success ◽  
Institutional Strategies ◽  
Training Programmes ◽  
The University ◽  
University Industry ◽  
And Training

The author examines the case of the University of Warwick and its institutional strategies for partnership with a variety of external organizations. He argues that universities need to change their missions, and to show strong leadership and an enterpreneurial approach to adapt to their local, national and international markets. In particular, the paper looks at the considerable success of the Warwick Manufacturing Group in developing training programmes and research in partnership with industry.

Staffing and Training in Day Care

1979 ◽  
Vol 4 (2) ◽  
pp. 165-177 ◽  
Author(s):  
Alice Sterling Honig
Keyword(s):  
Day Care ◽  
Staffing And Training ◽  
And Training

scholarly journals Do Agile Managed Information Systems Projects Fail Due to a Lack of Emotional Intelligence?

2019 ◽  
Author(s):  
Tan Trung Luong ◽  
Uthayasankar Sivarajah ◽  
Vishanth Weerakkody
Keyword(s):  
Emotional Intelligence ◽  
Information Systems ◽  
Vital Role ◽  
Project Managers ◽  
Agile Development ◽  
Management Approach ◽  
Staffing And Training ◽  
And Training ◽  
Agile Teams

Abstract Agile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applying ADM are rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. From a sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects.

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